Developing leadership skills


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Developing leadership skills

  1. 1. Developing Leadership 1
  2. 2. You can download this brilliant presentation at: Visit for more presentations on HR management and management 2
  3. 3. Contents 1. Six Trait of Effective Leaders 2. Managerial Grid of Leaders 3. Contingency Model of Leadership 4. Elements of High Performing Leaders • Leader as Vision Creator • Leader as Team Builder • Leader as Task Allocator • Leader as People Developer • Leader as Motivation 3
  4. 4. Six Key Traits of Effective 4
  5. 5. What is Leadership ? A leader articulates and embodies a vision and goals, and enables others to share and achieve them Leadership is a state of mind….leadership is about vision, spirit, and character; getting diverse individuals to work together as a 5
  6. 6. Six Traits of Leaders Drive Desire to Integrity Lead Self- Intelligence Job-relevant Confidence 6
  7. 7. Six Traits of Leaders Leaders exhibit a high effort level. They Drive have a relatively high desire for achievement, have a lot of energy, show initiative, and they’re persistent in their activities Leaders have a strong desire to influence Desire to and lead others, they demonstrate the Lead willingness to take 7
  8. 8. Six Traits of Leaders Leaders build trusting relationship between Integrity themselves and followers by being truthful and by showing consistency between word and deed Followers look to leaders for an absence of Self- self-doubt. Leaders, therefore, need to Confidence show self-confidence in order to convince followers of the rightness of goals and 8
  9. 9. Six Traits of Leaders Leaders need to be intelligent enough to Intelligence gather, synthesize, and interpret large amounts of information; and to be able create visions, solve problem, and make correct decisions Effective leaders have a high degree of Job- knowledge about the company, industry, Relevant and technical matters. In-depth knowledge Knowledge allows leaders to make well-informed decisions and to understand the implications of those 9
  10. 10. Managerial Grid of Leaders 9 1.9. Country Club 1.9. Country Club 9.9. Team 9.9. Team Management Management Management Management Concern 5.5. Middle of the 5.5. Middle of the for 5 Road Management Road Management People 1.1. Impoverished 9.1. Task 9.1. Task 1.1. Impoverished Management Management Management Management 1 1 5 9 Concern for 10
  11. 11. Managerial Grid of Leaders 1.9. Country Club The leaders focuses on being supportive The leaders focuses on being supportive Management and considerate of employee to the and considerate of employee to the exclusion of concern for task efficiency exclusion of concern for task efficiency 9.1. Task The leaders concentrates on task The leaders concentrates on task Management efficiency but shows little concern for the efficiency but shows little concern for the development and morale of employee development and morale of 11
  12. 12. Managerial Grid of Leaders 9.9. Team The leader facilitates task efficiency and The leader facilitates task efficiency and Management high morale by coordinating and high morale by coordinating and integrating work-related activities integrating work-related activities 1.1. Impoverished The leaders exerts minimum of effort to The leaders exerts minimum of effort to Management accomplish the work accomplish the 12
  13. 13. Contingency Model of Leadership Environmental Contingency Factor Environmental Contingency Factor •• Task Structure Task Structure •• Formal Authority System Formal Authority System •• Work Group Work Group Leader Behavior • Directive Outcomes • Supportive • Performance • Participative • Satisfaction • Achievement Oriented Employee Contingency Factor Employee Contingency Factor •• Locus of Control Locus of Control •• Experience Experience •• Perceived Ability Perceived 13
  14. 14. Contingency Model of Leadership • Lead to greater satisfaction when tasks are ambiguous and stressful than when they’re highly structured and well laid out • Will lead to higher employee satisfaction Directive when there’s substantive conflict within Leaders work group • Will satisfy employees with an external locus of control • Are likely to be perceived as redundant among employees with high perceived ability or with considerable 14
  15. 15. Contingency Model of Leadership • Creates high employee performance and Supportive satisfaction when employees are Leaders performing structured tasks • Are needed when the formal authority relationships are clear and 15
  16. 16. Contingency Model of Leadership Participative • Will satisfy employees with internal locus of Leaders control (those who believe they can control their own destiny) Achievement • Will increase employees’ expectancies that Oriented effort will lead to high performance when Leaders tasks are ambiguously 16
  17. 17. Elements of High Performing Leadership High Performing Leader as Leadership Leader as Team Vision Creator Builder Leader as Leader as Leader as Tasks Allocator People Developer Motivation 17
  18. 18. Leader as Vision 18
  19. 19. Leader as Vision Creator Monitoring Creating Setting Developing Action Vision Goals Action Plan Plan 19
  20. 20. Leader as Vision Creator "What is our vision for the team/organization Creating — where should the team be headed, what Vision kind of team/organization do we want to become?" Analysis of external opportunities and threats Analysis of internal capabilities and areas for 20
  21. 21. Leader as Vision Creator • The purpose of setting goals is to Setting convert managerial statements of Goals team vision into specific performance targets — results and outcomes the team wants to achieve. • Setting objectives and then measuring whether they are achieved or not help managers track an teams 21
  22. 22. Four Characteristics of Goal Setting • Increasing your employees goal difficulty Goal increases their challenges and enhances the Difficulty amount of effort expended to achieve them • The more difficult goals lead to increased performance if they seem feasible • When given specific goals, employees tend to Goal perform higher Specifity • Telling them to do their best or giving no guidance increases ambiguity about what is 22
  23. 23. Four Characteristics of Goal Setting • Providing feedback enhances the effects of Feedback goal setting • Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal • Employees who participate in the process, Participation in Goal generally set higher goals than if the goals Setting were set for them • It also affects their belief that the goals are obtainable and increases their motivation to achieve 23
  24. 24. Leader as Vision Creator • Action plan are the means for accomplishing objectives Developing Action Plan • Action plan must be concrete, measurable events that must occur • Plan also establishes a priority for the tasks • Since many tasks must be accomplished before another can begin, establishing priorities helps your team to determine the order in which the tasks must be accomplished and by what 24
  25. 25. Leader as Vision Creator • The final step is to follow up, measure, and Monitoring check to see if the team is doing what is Action Plan required. Execution • This kind of leader involvement validates that the stated priorities are worthy of action. • For the leader it demonstrates her commitment to see the matter through to a successful 25
  26. 26. Leader as Team 26
  27. 27. Leader as Team Builder Effective Leaders Great Team develop and nurture…… • Clear Goals • Team identity and spirit • Clear measures of performance • Sense of fun and enjoyment • Clear job roles • Open and honest communication Task Task People 27
  28. 28. Leader as Team Builder Cultivate a cohesive team Cultivate a cohesive team Promote team problem solving Promote team problem solving Leader as Be loyal to your members Be loyal to your members Team Builder Help your members to manage and Help your members to manage and learn from their challenges learn from their challenges Care about your members Care about your 28
  29. 29. Leader as Team Builder Cultivate a Cultivate a • Know when to step in and when to cohesive team cohesive team stay out of team conflicts. • Plan occasional team events that let people get together without the pressures of 29
  30. 30. Leader as Team Builder Promote team Promote team • Be accessible for consultation with problem problem your employees if problems arise, solving solving but dont micromanage. • Establish a guideline that whenever employees bring you a problem, they are expected to also bring you at least one possible 30
  31. 31. Leader as Team Builder Be loyal to your Be loyal to your • Be the voice of your team at the team member team member management table. • Share the credit with your team for its achievements and ensure that those above you know about its successes. • Dont publicly point a finger when something goes 31
  32. 32. Leader as Team Builder Help your Help your • Find out what gets in the way of members to members to their doing their best. manage and manage and learn from their learn from their • Delegate, but dont abdicate. challenges 32
  33. 33. Leader as Team Builder Care about your Care about your • Make small talk with your members members employees when the opportunity presents itself. • Greet employees by name when you make first contact each day. • Be a positive, encouraging 33
  34. 34. Leader as Tasks 34
  35. 35. Leader as Tasks Allocator Leaders get things done through people…….. Tasks Result Leaders People Effective leaders, therefore, need to understand the value of allocating tasks or delegating and know how to do 35
  36. 36. Leader as Tasks Allocator • The assignment of authority to Delegation another person to carry out specific activities. • It allows a employee to make decisions – that is, it’s a shift of decision making authority from one organizational level to another lower 36
  37. 37. Leader as Tasks Allocator • Recurring and routine tasks What to • Tasks that would increase or delegate develop an employee’s skills or knowledge • Occasional duties or tasks • Tasks I do that are in someone’s area of expertise or 37
  38. 38. Leader as Tasks Allocator • A person who is already able and Who to willing to take on responsibility for delegate doing a task to • A person who wants to learn the task in order to develop or extend their skills • A person who wants to make their job more interesting and 38
  39. 39. Steps to Delegate Effectively Specify the Clarify the Employee’s Assignment Range of Discretion Inform Monitor Allow the Others that Results Employee to Delegation Participate has 39
  40. 40. Steps to Delegate Effectively • It’s your responsibility to provide clear Clarify the Assignment information on what is being delegated, the results you expect, and any time or performance expectations you 40
  41. 41. Steps to Delegate Effectively • Every act of delegation comes with Specify the employee’s constrains. Range of • You need to specify what those Discretion parameters are so that employees know, in no uncertain terms, the range of their 41
  42. 42. Steps to Delegate Effectively • One of the best way to decide how Allow the employee to much authority will be necessary to Participate accomplish a task is to allow the employee to participate in that 42
  43. 43. Steps to Delegate Effectively Inform • You need to inform the employee’s Others that colleagues, other supervisors, or Delegation senior managers, that you have has Occurred delegated a particular task or duty to someone else. • Let them know, too, that you have complete confidence in the employee’s ability to succeed in the 43
  44. 44. Steps to Delegate Effectively Monitor • Monitoring allows you to make any Results necessary adjustments to the way the task is being 44
  45. 45. Leader as People 45
  46. 46. Leader as People Developer Leadership is about developing leaders, not followers Leadership is about creating a legacy, one that will propel the organization to new levels of success even when the leader has moved 46
  47. 47. Leader as People Developer Leader Employee Development and Learning Plan 47
  48. 48. Leader as People Developer • An Employee Development and Employee Development Learning Plan is a formal contract and Learning between a leader and an employee Plan that identifies specific development activities that link the employees interests and skills to organizational 48
  49. 49. Leader as People Developer • The plan is the outcome of one or Employee more discussion sessions that Development address: and Learning Plan • the employees and managers perspective on the employees effectiveness in her current role • mutual suggestions for increasing impact in the current 49
  50. 50. Leader as People Developer • Things to consider in designing Employee Development Plan : Development and Learning • Identify the core competencies for Plan every level of employee in the organization. • Understands that each person learns differently and that employees need to have tailored learning plans that suit their learning 50
  51. 51. Leader as People Developer Employees benefit because they can : Employee Development • reflect on and communicate their own and Learning interests, skills, and achievements to their Plan managers • volunteer for participation in satisfying assignments, special projects, and learning activities • relate personal goals to the bigger picture of the organizations long-term business plan • seek feedback about specific development needs and 51
  52. 52. Leader as People Developer Managers benefit because they can: Employee Development • share the responsibility for developmental and Learning planning with employees rather than Plan assuming full responsibility • get a clearer picture of employees interests and goals and relate those interests to new tasks and assignments • energize and retain employees by providing new challenges in their current roles as well as preparing them for other 52
  53. 53. Leader as Motivation 53
  54. 54. Leader as Motivation Stimulator Leaders establish the vision for the future and set the strategy for getting there; they motivate and inspire others to go in the right direction Motivation = the willingness to exert high level of effort to reach organizational 54
  55. 55. Leader as Motivation Stimulator Collaboration Three C’s of Content Motivation 55
  56. 56. Leader as Motivation Stimulator People feel more motivated to work hard Collaboration when they’re inspired to cooperate, when they have an opportunity to help one another succeed People feel more motivated to work hard Content when they understand how their work add value to the organization People feel more motivated to work hard Choice when they feel empowered to make decisions about their 56
  57. 57. Leader as Motivation Stimulator Inspire by Example Leader as Motivation Stimulator Create and communicate a clear vision of the 57
  58. 58. Leader as Motivation Stimulator • Be clear and enthusiastic about your own Inspire by life purpose and goals. Example • The most inspiring leaders are themselves inspired and excited about the purpose of their lives or their missions. • Sharing your excitement is often a catalyst for others to join in the pursuit of that mission or to find their own, equally inspiring 58
  59. 59. Leader as Motivation Stimulator • Share stories from your own experience. Inspire by • People who capture the hearts of others Example and leave them feeling uplifted often do so by sharing stories about their own struggles, mistakes, and life lessons. • Be willing to share the human, fallible side of your life experience rather than trying to maintain the image of a perfect leader who never has doubts or 59
  60. 60. Leader as Motivation Stimulator • Focus on the dreams and goals of Inspire by others. Example • Get to know your employees and other people with whom you regularly interact. Find out what they want to 60
  61. 61. Leader as Motivation Stimulator Create and • Ensure that you are clear about the goals communicate that have been assigned to your team by a clear vision management above you. Communicate of the goals these goals to your people and listen carefully to their feedback. • Have the team develop plans for achieving these goals. Ensure that everyone has an opportunity to participate and contribute to the plan, which will encourage buy-in by all 61
  62. 62. Leader as Motivation Stimulator Create and • Help others to bring out the best in communicate themselves. Identify the unique talents a clear vision and abilities of your employees and of the goals ensure that they understand how they can contribute to the overall plan and vision. • Keep the vision front and center. When things seem to be going off track and people are losing their focus, remind the team of what they are working 62
  63. 63. References/Recommended Further Readings: 1. Stephen Robbins and Mary Coultar, Management, Prentice Hall International. You can obtain this excellent book at this link: 2. Bryn Hughes, The Leaders Tool Kit: Hundreds of Tips and Techniques for Developing the Skills You Need, Kingsway Communications. You can obtain this excellent book at this link: 63
  64. 64. End of Material If you find this presentation useful, please consider telling others about our site ( 64