Leadership Seminar Presentation
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    Leadership Seminar Presentation Leadership Seminar Presentation Presentation Transcript

    • 2013 LEADERSHIPTRAINING SEMINARDay1
    • Topics to be DiscussedAll About Leadership Definition of Leadership Leadership as an Aspect of Organization Leadership Qualities Improving Leadership Attitudes Sharing Problem Solving with Subordinates Mistakes of Newly Appointed Leaders Delegation: An Effective Leader‟s Secret Weapon Why Leaders Don‟t Delegate A Short Course in Positive Thinking HHC Model
    •  Is the power to motivate others by example, ideas,inspiration, personality, or persuasion so as tocommand their confidence, their loyalty, their obedienceand their respect.
    • What is aLeader? A Leader is a person with the ability to secureand sustain the enthusiastic, united, and willingefforts of his or her followers and direct themtowards the accomplishment of the desiredobjectives.
    • Positive Leader Keeps his/her followers informed of the reason behindhis/her actions. Provides constant motivation and incentive byconsulting his/her followers for ideas and by beingconstructive in his/her criticism and giving praise fortheir achievements. Integrates objectives of organization and interest of itsmembers.
    • Neutral Leader Means well but its timid in his/her actions. Has little self-confidence. Lacks the ability to make firm decisions. Only succeeds in promoting confusion among thefollowers and eventually losing his position ofleadership.
    • Negative Leader Likes to dominate and is domineering because of aconstant fear of losing his/her position of leadership. Gives destructive criticisms. Does not consult his/her subordinates nor does she/heexplains her/his actions.
    • The HHC ModelKnowledgeProvide OpportunitiesSet ObjectivesInformSolve ProblemsOrganizeVision – create alignmentDo what you sayAnticipate & promote changeTake calculated risksAssess resultAllow fro learning mistakesMake decisionsDelegate authorityMotivateCommunicateRecognize AchievementRespect and Value DifferencesCoachTransparency (being visible)
    • Nature of Leadership Vast and Complicated Area Is one of the most important aspect in any Organization
    • Case Study:The Republic of Nauru
    • Leaders Planning & Organizing Focuses on systems &structures Administers Is a copy Maintains Relies on control Has a short range of view Asks how & whenManagers Provides vision & purpose Focuses on people Innovates Is an original Develops Inspires trust Has a long rangeperspective Ask why
    • Leadership Qualities Ability to take charge. Strong self-image. Skill to interact supportivewith customers, employees,and colleagues. Willingness to give otherpeople the permission totake risks. Talent to be both a thinkerand a doer.
    • General Principle ofBEHAVIORAL LEARNING Maintain and enhance the SELF-ESTEEM of the people. Focus on the person‟s BEHAVIOR, not personality.
    • General Principle ofBEHAVIORAL LEARNING Use REINFORCEMENT TECHNIQUE to shapebehavior. ACTIVELY LISTEN for feeling and content. Maintain communication and SET SPECIFIC FOLLOW-UP DATES.
    • Conducting A Meeting State the purpose and objective of the meaning. Actively listen to all comments. Ask the group members for their help and suggestionsabout how the objectives can be met before offering yourown ideas. Discuss alternative and come to agreement on an actionplan with each member‟s role specified. Indicate that only with the full support of each member ofthe group will the action plan be accomplished. Give each member feedback and praise for his/her input.
    • Teaching A New Job Skill to aPerson Explain the importance of the job and indicate yourconfidence in the person‟s ability to learn the job. Demonstrate the operation step by step (SHOW andTELL) Give the person an opportunity to demonstrate theoperation as if he/she were teaching you the job and givefeedback. (GUIDED PRACTICE) Set a follow-up and express your personal appreciation.
    • Delegating Responsibility
    •  Indicate what new responsibility you want the person tohandle and why. Describe the new responsibility in detail, outlining thespecific task and the performance standard. Ask fro the person‟s feeling, questions, and suggestions. After dealing with the person‟s concerns, ask for acommitment and make it clear that your assistance isavailable. Express your confidence in the person‟s ability to handlethe new responsibility.
    • Misconceptions aboutDelegation Always delegate the sametasks to a single individualfro specializationFalse. This hindersflexibility ion other staff. Describe even mundanetasks as exciting to motivatethe staff.False. Giving false info caneffect the employee‟s trustin what you say.
    • Misconceptions aboutDelegation When delegating, you must allow the staff make thecritical decisions.True. Remember the delegation is assigningresponsibility not work. You must encourage the staff to follow your provenmethods and procedures when delegating.False. This can limit the staff‟s creativity and judgment. The delegated staff must have all the information he/sheneeds.True. Supplying all the information allows the staff tomake wider range of options on how to accomplish thetask.(Source: Building Leaders around You by John Maxwell)
    • Motivating a person who ishaving a performanceproblem Focus on the performanceproblem, not the person. Ask fro the person‟s help insolving the problem anddiscuss both your ideas onhow to solve it..
    • Motivating a person who ishaving a performanceproblem Come to agreement, and write down the steps to betaken by each of you. Express your confidence in the person‟s ability to correctthe problem. Set a follow-up date and praise the person if the jobperformance is improved
    • “You can always force a person to followyou. The secret to being a true leader isto make your followers „want‟ to follow.”“You can buy a person‟s time. You canbuy a person‟s presence. You can evenpay his bodily motions by the hour. Butyou can never buy loyalty and respect.You must earn these.”
    • Best Leaders Develop kinship with their subordinates and persuadethem their needs are understood. Know what has to be done and can explain it so otherscan understand. Set the example by sharing in the operation and theoutcome. Are willing to take action when others hesitate. Brings out the best from their people. Recognize each individual‟s ability and maximize it.
    • Mistakes Of NewlyAppointed Leaders Falling to take charge. Being invisible. Assuming the wayhas been prepared forthem. Not seeing their ownstyle.
    • Mistakes Of NewlyAppointed Leaders Falling to gain the confidence of subordinates. Continuing to perform tasks their employees should bedoing. Getting too involved with employee‟s work, interferinginstead of helping. Not training and couching subordinates. Demanding too much from workers, especially at first.
    • “All people dream, but not equally. Those whodream by night, in the dusty recesses of theirminds, wake in the day to find that it wasvanity. But the dreamers of the day aredangerous, for they may act their dreams withopen eyes to make it possible.”T.E. Lawrence (“Lawrence of Arabia”)