Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Advanced Leadership Skills
‫ماليزيا‬–‫كوااللمبور‬
(‫فندق‬‫رويال‬ ‫بارك‬)
© www.asia-masters.com
Definition of Leadership
Leadership, according to Peter DeLisle, is the ability
to influence others, with or without autho...
Interpersonal Effectiveness
Interpersonal effectiveness is the capability of an
individual to do this, influence others,
c...
Interpersonal Effectiveness
© www.asia-masters.com
Awareness
Awareness is a state of consciousness.
It is the ability to recognize yourself, others, events
and situations in...
Ability
Ability to learn and understand technical issues is the
basis of our careers.
Ability to lead is a function of inf...
Commitment
For leaders, the “one thing” that leads to maturity is
the fully aware recognition that one’s decisions
make a ...
Commitment
Movie example – Untouchables
Moment of truth for Elliott Ness
Jimmy O’Neil asks
“What are you prepared to do?”
...
Defining a Leader…
• Think of a leader that you worked
for or observed…
What does this person do and what
qualities does t...
Attributes of a Leader
• Guiding vision: Effective leaders know what they
want to do, and have the strength of character t...
Attributes of a Leader
Passion: Effective leaders believe passionately in
their goals. They have a positive outlook on who...
Attributes of a Leader
• Integrity: Because they know who they are,
effective leaders are also aware of their
weaknesses. ...
Attributes of a Leader
• Curiosity: Leaders are learners. They wonder about
every aspect of their charge. They find out wh...
Attributes of a Leader
• Dedication: The effective leader is dedicated to his
or her charge, and will work assiduously on ...
Attributes of a Leader
• Charisma: This may be the one attribute that is the
most difficult to cultivate. It conveys matur...
Leader vs Manager
Leader n, 1. A person who is followed by others.
Manager n, 1. A person controlling or administering
a b...
Leadership
• Leadership is the ability to
develop a vision that
motivates others to move
with a passion toward a
common go...
Management
• Management is the ability to
organize resources and
coordinate the execution of
tasks necessary to reach a go...
Leadership vs Management
• Management seeks stability & predictability
–(order)
• Leadership seeks improvement through cha...
Leader vs Manager
Leaders:
Do the right thing
Manager:
Do things right
© www.asia-masters.com
Leadership & Management Skills
Leadership – soft skills
• Communications
• Motivation
• Stress Management
• Team Building
...
© 2006  International Training Consortium, Inc.  Office: 301-428-0670  Fax: 301-972-390622
12 Unique Insights On Leader...
23
12 Unique Insights On Leadership
7. Be the source of “possibility thinking”
8. Let your co-workers know they are “worth...
Managers have the following attributes , they
– Consider alternatives to design
– Estimate costs involved
– Establish risk...
Managers have the following attributes , they
– Monitor progress
– Set directions; set expected achievements for each
indi...
Being a Leader
• If you want to get ahead, be a leader, you must
assume:
– That everything that happens to you results in ...
Recipe for being a Leader
• Take control of your life
• Assume responsibility for who you are
• Convey a positive and dyna...
Recipe for Being a Leader
• Think great thoughts. Small thinking is why
companies go broke
• Turn disasters into opportuni...
Recipe for Being a Leader
• Listen effectively
• Encourage teamwork and participation
• Empower team members
• Communicate...
Holistic Communications
image (noun)
1. Form, semblance; counterpart as regards appearance
(That person is the image of an...
Holistic Communications
• Do you give warm fuzzies? Do you smile a lot? Do you feel
dynamic and energized, and show it? Do...
Holistic Communications
What are your personal career objectives?
1. to identify problems and create winning solutions to
...
The way you stand or sit
• indicates whether you are an open person, easily
approachable
• says whether you are friendly
•...
The way you dress
• indicates whether you have conventional ideas or
whether you are a radical
• shows how neat you are
• ...
The way you write
• Conveys whether you are warm and friendly or appear cool
and reserved
• Tells whether you are dynamic ...
Holistic Communications
Conclusions
• Communication is a holistic concept; everything we
do conveys something about oursel...
What is the bottom line for you?
• You are in control of your environment. You can
make every setback an opportunity for s...
Interpersonal Communications
Carl Jung was a Swiss born psychiatrist, and a
colleague of Sigmund Freud, who practiced in t...
Personal Interactive Skills
On the basis of Jung’s classification of personality,
Katherine Briggs and her daughter, Isobe...
Personality Indicators
• Extraversion: type E, sociable,
about 75%,
expends energy
interacts with others freely
• Introver...
Personality Indicators
• Are you energized around people? Do you like to
meet people and seek opportunities to do so? Do y...
Personality Indicators
• intuitive: type N, creative, about 25% ingenious,
future-oriented, fantasizes, imaginative
• Sens...
Personality Indicators
• Thinking: type T, impersonal, 50% (however, 60%M) objective
judgments, logical orientation, rules...
Personality Indicators
Judging: type J, closure, concluding, 50% settled, decided, work
comes first, plan ahead, urgency, ...
Personality Indicators
© www.asia-masters.com
Self Evaluation
What is my personality type?
Take the test.
Be as honest as you can, only you will see the
results.
List t...
Motivating
Abraham Maslow was an American born
psychologist, researcher and educator who
practiced during the middle third...
Motivating
© www.asia-masters.com
Motivating
© www.asia-masters.com
Building a Team
Why would someone want to become part of a team?
An effective team helps one feel they are:
• Doing someth...
Building a Team
When a team is operating well the leader and the
members:
• Are clear on team goals and are committed to t...
Building a Team
• Understand and use each others know-how
• Know about each other’s personal lives
• Give each other help ...
Building a Team
• Make decisions based on facts not on emotion or
personalities
• Play a variety of roles – serve as leade...
Coaching
The goal of coaching is not to provide direction, but
to enable team members to work together to help
one another...
Coaching
1. Identify an opportunity to help someone expand
on his or her skills, knowledge and abilities
Coaching is a cha...
Coaching
2. Confirm that the person is ready for coaching.
Before trying to coach, make sure the person is
open to it. If ...
Coaching
3. Ask questions and offer information to help
clarify the situation.
Much of coaching involves helping people cl...
Coaching
4. Help the person identify possible actions.
The best coaching enables people to think and act
on their own. As ...
Coaching
5. Gain agreement on a course of action.
In coaching, you help someone plan how to handle
a situation. To be cert...
Coaching
6. Offer your support.
The ultimate goal of coaching is to enable a person to
act independently. Most people need...
Leadership Strategies
© www.asia-masters.com
Leadership Styles
© www.asia-masters.com
63
Use The High Performance
Development Model:
The High Performance Development Model (HPDM) is the
framework for developi...
64
8 HPDM Core Competencies
1. Personal Mastery
2. Technical Skills
3. Interpersonal Effectiveness
4. Customer Service
5. ...
65
HPDM Pyramid
Organizational
Stewardship
Systems Thinking
Creative Thinking
Flexibility/Adaptability
Customer Service
In...
Conflict Cycle
© www.asia-masters.com
Conflict Management
Kenneth Thomas and Ralph Kilmann developed a
model of five (5) conflict handling modes or styles
© www...
Thomas-Kilmann Conflict Styles
© www.asia-masters.com
Thomas-Kilmann Conflict Styles
• Avoiding (Uncooperative and unassertive) Neglects
own concerns as well as those of other ...
Thomas-Kilmann Conflict Styles
• Collaborating (Cooperative and assertive)
Opposite of avoiding. Works with other party to...
When to Avoid
• When an issue is trivial.
• When there is no chance of getting what you want.
• When the potential damage ...
When to Accommodate
• When you realize you are wrong.
• When the issue is much more important to the
other person than you...
When to Compete
• When quick, decisive action is necessary.
• On important issues for which unpopular courses
of action ne...
When to Collaborate
• When both sets of concerns are too important to be
compromised.
• When it is necessary to test your ...
When to Compromise
• When goals are important but not worth the effort of
potential disruption from more aggressive player...
Negative Consequences of Competing
• Eventually being surrounded by "yes people."
• Fear of admitting error, ignorance, or...
Negative Consequences of
Collaborating
• Too much time spent on insignificant issues.
• Ineffective decisions can be made ...
Negative Consequences of
Compromising
• No one is completely satisfied.
• Solutions tend to be short-lived.
• Cynical clim...
Negative Consequences of Avoiding
• Decisions made by default.
• Unresolved issues.
• Self-doubt created through lack of e...
Negative Consequences of
Accommodating
• Decreased influence, respect, or recognition by
too much deference.
• Laxity in d...
Conflict Control
• Use avoidance to ignore the issue.
• Use accommodating style to allow the other
person to resolve the i...
Steps for Confronting Conflict
• Explain the situation as you see it.
• Describe how it is affecting your performance or
t...
Steps for Confronting Conflict
• Agree on what each person will do to resolve the
issues.
• Try to agree on the problem. I...
Problem Solving & Decision Making
A number of formal, structural problem solving and
decision making techniques are taught...
Brainstorming Process
• Everyone must be involved
• Call out ideas to scribe
• Build on ideas
• No idea is too trivial or ...
Objectives of Brainstorming
• Identify the issues rapidly
• Reach consensus on the most important issues
rapidly
• Determi...
Synergistic Decision Making
Based on the premise that when people are
supportive of one another and follow a rational
sequ...
Synergistic Decision Making
Interpersonal Processes – involves skills we use
when working with others.
• Listening to othe...
Synergistic Decision Making
Rational Processes – involves the skills we use in
thinking a problem through to a solution.
•...
Synergistic Decision Making
Reaching a consensus is the hallmark of
“acceptance” in the effective decision equation:
Effec...
Synergistic Decision Making
Survival Exercise
© www.asia-masters.com
Synergistic Decision Making
© www.asia-masters.com
Synergistic Decision Making
© www.asia-masters.com
Synergistic Decision Making
© www.asia-masters.com
Leadership Styles
• Autocratic (Authoritarian)
• Bureaucratic
• Democratic
• Coercive
• Transactional
• Transformational
•...
Autocratic(Authoritarian)
• Manager retains power (classical approach)
• Manager is decision-making authority
• Manager do...
When to use
Autocratic
• New, untrained employees
• Employees are motivated
• Employees do not respond to any other
leader...
Who are Autocratic
Leaders?
© www.asia-masters.com
Bureaucratic
• Manager manages “by the book¨
• Everything must be done according to
procedure or policy
• If it isn’t cove...
When to use
Bureaucratic
• Performing routine tasks
• Need for standards/procedures
• Use of dangerous or delicate equipme...
Who are
BureaucraticLeaders?
© www.asia-masters.com
Democratic
• Often referred to as participative style
• Keeps employees informed
• Shares decision making and problem solv...
Democratic Continued
• Help employees evaluate their own
performance
• Allows employees to establish goals
• Encourages em...
When to use
Democratic
• To keep employees informed
• To encourage employees to share in decision-making
and problem-solvi...
Who are
Democratic Leaders?
© www.asia-masters.com
•The ear of the leader
must ring with the
voices of the people.
Woodrow Wilson
© www.asia-masters.com
Coercive
• Power from a person’s authority to punish
• Most obvious types of power a leader has.
• Good leaders use coerci...
When to use Coercive
• To meet very short term goals
• When left with no other choice
• In times of crisis
© www.asia-mast...
Who are
Coercive Leaders?
You’re Fired!
© www.asia-masters.com
Transactional
• Motivate followers by appealing to their own self-
interest
• Motivate by the exchange process.
– EX: busi...
When to use
Transactional
• Leader wants to be in control
• When there are approaching deadlines
that must be met
• Relati...
A Result of the Leadership
We Knew...
“We made workers into
robots; we made them into
machines…
© www.asia-masters.com
...Now, we want them to become a
different kind of person: to come
up with new ideas.”
Jack Smith, CEO, General Motors
© w...
Transformational
• Charismatic and visionary
• Inspire followers to transcend their self-interest for
the organization
• A...
Transformational cont.
• Instils feelings of confidence, admiration and
commitment
• Stimulates followers intellectually, ...
• When leaders want members to be an active
part of the organization and have ownership to
it
• When leaders are building ...
"(He) possessed the
gift of silence."
(Comment by President John Adams about
George Washington)
© www.asia-masters.com
Laissez-Faire
• Also known as the “hands-off¨ style
• Little or no direction
• Gives followers as much freedom as possible...
When to use
Laissez-Faire
• Employees are highly skilled, experienced, and
educated
• Employees have pride in their work a...
Other Referenced Theories
Theory X and Theory Y
• Theory X and Theory Y each represent different
ways in which leaders vie...
Management/
Leader
Staff/
Followers
Alan Chapmen
Tight control, lots
of rules, no
freedom
© www.asia-masters.com
Alan Chapmen
Management/
Leader
Staff/
Followers
Lots of freedom,
creativity & responsibility
Other Referenced Theories
Hersey-Blanchard
Situational Leadership
• Based on the amount of direction (task-
behavior) and ...
© www.asia-masters.com
Selecting a Style
• Some people are motivated by reward
• Some people are motivated by punishment
• Social systems work be...
126© www.asia-masters.com
Upcoming SlideShare
Loading in …5
×

Advanced Leadership Skills Managment

Training Slides of Advanced Leadership Skills Managment, discussing the importance of Leadership.
Some Key-Points:
- Leadership Skills
- Interpersonal Effectiveness
- Holistic Communications

For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com

Advanced Leadership Skills Managment

  1. 1. Advanced Leadership Skills ‫ماليزيا‬–‫كوااللمبور‬ (‫فندق‬‫رويال‬ ‫بارك‬) © www.asia-masters.com
  2. 2. Definition of Leadership Leadership, according to Peter DeLisle, is the ability to influence others, with or without authority. All successful endeavors are the result of human effort; thus, the ability to influence others is a derivation of • Interpersonal Communications • Conflict Management • Problem solving © www.asia-masters.com
  3. 3. Interpersonal Effectiveness Interpersonal effectiveness is the capability of an individual to do this, influence others, competently. Leadership is a direct function of three elements of interpersonal effectiveness • Awareness • Ability • Commitment © www.asia-masters.com
  4. 4. Interpersonal Effectiveness © www.asia-masters.com
  5. 5. 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. © www.asia-masters.com
  6. 6. 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. © www.asia-masters.com
  7. 7. 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. © www.asia-masters.com
  8. 8. Commitment Movie example – Untouchables Moment of truth for Elliott Ness Jimmy O’Neil asks “What are you prepared to do?” Ness replies “Anything I have to do to make this thing right.” O’Neil says “Everyone knows where the problems are, but no one is willing to do anything. You said you would do anything you had to, to make it right. Now, I’m willing to help you. You made the commitment.” © www.asia-masters.com
  9. 9. Defining a Leader… • Think of a leader that you worked for or observed… What does this person do and what qualities does this person have that make you admire him or her as a leader? © www.asia-masters.com
  10. 10. 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. © www.asia-masters.com
  11. 11. Attributes of a Leader 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! © www.asia-masters.com
  12. 12. Attributes of a Leader • 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. © www.asia-masters.com
  13. 13. 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. © www.asia-masters.com
  14. 14. Attributes of a Leader • 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. © www.asia-masters.com
  15. 15. Attributes of a Leader • 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. © www.asia-masters.com
  16. 16. Leader vs Manager Leader n, 1. A person who is followed by others. Manager n, 1. A person controlling or administering a business or a part of a business. 2. A person regarded in terms of skill in household or financial or other management. © www.asia-masters.com
  17. 17. Leadership • Leadership is the ability to develop a vision that motivates others to move with a passion toward a common goal © www.asia-masters.com
  18. 18. Management • Management is the ability to organize resources and coordinate the execution of tasks necessary to reach a goal in a timely and cost effective manner © www.asia-masters.com
  19. 19. Leadership vs Management • Management seeks stability & predictability –(order) • Leadership seeks improvement through change –(disorder) © www.asia-masters.com
  20. 20. Leader vs Manager Leaders: Do the right thing Manager: Do things right © www.asia-masters.com
  21. 21. Leadership & Management Skills Leadership – soft skills • Communications • Motivation • Stress Management • Team Building • Change Management Management – hard skills • Scheduling • Staffing • Activity Analysis • Project Controls © www.asia-masters.com
  22. 22. © 2006  International Training Consortium, Inc.  Office: 301-428-0670  Fax: 301-972-390622 12 Unique Insights On Leadership, According To Bob Danzig 1. Become a “destiny architect” 2. Encourage “elasticity of thinking” -- be a “destiny pursuer” versus an “operational comfort seeker” 3. Identify, assess, and engage the very best talent 4. Become “strategic” rather than “operational” 5. Create a “climate or spirit of celebration and applause” -- spirited organizations excel 6. Be committed every day to putting the pickax to the mountain, find new ways to lift yourself and others higher
  23. 23. 23 12 Unique Insights On Leadership 7. Be the source of “possibility thinking” 8. Let your co-workers know they are “worthwhile” and full of promise 9. Find disciplined, organized ways to focus on integrity, trust, credibility, and the commitment to do the right thing 10. Know that management is about today -- and leadership is about tomorrow! 11. Know that management is about process -- leadership is about purpose 12. Recognize “success” is not about perfection, it's about “progress” © www.asia-masters.com
  24. 24. Managers have the following attributes , they – 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 © www.asia-masters.com
  25. 25. Managers have the following attributes , they – 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. © www.asia-masters.com
  26. 26. Being a Leader • If you want to get ahead, be a leader, you must assume: – That everything that happens to you results in a situation that is in your control – That the attitude you convey is what you are judged on – That what you think and do in your private life is what you will reap in your public or corporate life – You are what you think and believe – If you never meet a challenge you will never find out what you are worth © www.asia-masters.com
  27. 27. 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 • Be compassionate when you review your team members' progress or lack thereof © www.asia-masters.com
  28. 28. Recipe for Being a Leader • 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 © www.asia-masters.com
  29. 29. 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 © www.asia-masters.com
  30. 30. Holistic Communications image (noun) 1. Form, semblance; counterpart as regards appearance (That person is the image of an engineer.) 2.simile, metaphor; mental representation; idea, conception; character of thing or person as perceived by the public. Image includes everything: the way you talk and dress, the way you act, your attitude to others at work and play. © www.asia-masters.com
  31. 31. Holistic Communications • Do you give warm fuzzies? Do you smile a lot? Do you feel dynamic and energized, and show it? Do you feel comfortable in a group? • Or: do you hand out cold pricklies? Do you frown a lot? Do you feel tired and drained of energy, and show it? Do you feel uncomfortable in a group? • When people think about you, do they equate your image with a dynamic, interested, competent person? Are you the sort of a person who makes things happen, at home, at work, or at play? • Or: do people think you are merely occupying a spot in the universe? That you are waiting for the next millennium? Are you the sort of person who waits for someone else to make things happen? © www.asia-masters.com
  32. 32. Holistic Communications What are your personal career objectives? 1. to identify problems and create winning solutions to solve them? 2. to lead effectively, with inspiration; to motivate? 3. to be in control of your world; to make things happen for you? 4. to manage your personal resources effectively? 5. to be president of your own company? 6. to be a millionaire, if you aren't already? © www.asia-masters.com
  33. 33. 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 © www.asia-masters.com
  34. 34. 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.
  35. 35. 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 © www.asia-masters.com
  36. 36. 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. © www.asia-masters.com
  37. 37. What is the bottom line for you? • You are in control of your environment. You can make every setback an opportunity for success • You can be anything you can be! Whatever you want to be is entirely up to you • You can become the person you want to be. Dress like that person, talk like that person, act like that person, write like that person, and that will be you. © www.asia-masters.com
  38. 38. Interpersonal Communications Carl Jung was a Swiss born psychiatrist, and a colleague of Sigmund Freud, who practiced in the first half of the 20th century. Jung formulated a classification of personality in terms of types of characteristics, such an introvert and extrovert © www.asia-masters.com
  39. 39. Personal Interactive Skills On the basis of Jung’s classification of personality, Katherine Briggs and her daughter, Isobel Briggs- Myer, developed a procedure for evaluating personality characteristics. A number of tests exist for giving Myers-Briggs type indicators. The types are divided into four pairs of preferences. © www.asia-masters.com
  40. 40. Personality Indicators • Extraversion: type E, sociable, about 75%, expends energy interacts with others freely • Introversion: type I, territorial, about 25% conserves energy reads meditates solves problems © www.asia-masters.com
  41. 41. Personality Indicators • 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. © www.asia-masters.com
  42. 42. Personality Indicators • intuitive: type N, creative, about 25% ingenious, future-oriented, fantasizes, imaginative • Sensing: type S, practical, about 75% experience- oriented, utility, sensible • Do you see the world in terms of your senses? Do you like the facts before starting work? Do you like dealing with the details of a project rather than the overall plan? You are likely Sensing. • Or do you think in terms of the big picture, in terms of concepts and ideas, rather than the information involved? Put down intuitive. © www.asia-masters.com
  43. 43. Personality Indicators • Thinking: type T, impersonal, 50% (however, 60%M) objective judgments, logical orientation, rules, laws, justice, firmness • Feeling: type F, personal, 50% (however, 60%F) emotional judgments, value-oriented, persuasion, sympathy, devotion • Note: both types can react with the same emotional intensity. • Do you tend to follow the rules regardless of how you feel? Do you hide your feelings and get on with the job? That's Thinking. • Or do you inject a personal note into things you do, even let your emotions take over, sometimes. That's Feeling type behavior. © www.asia-masters.com
  44. 44. Personality Indicators Judging: type J, closure, concluding, 50% settled, decided, work comes first, plan ahead, urgency, deadline, get-it-done. Perceptive: type P, get more data, 50% pending, flexible, adaptable let-it-happen, open-ended, tentative, wait-and-see. Note: both types are equally "judging" and "perceptive." • Do you like to set up a schedule to meet deadlines, make lists, make quick decisions in order to get onto the next job? That's Judging behavior. • Or are you really adaptable, you like collecting more information so your decision will be really informed. That's Perceptive. © www.asia-masters.com
  45. 45. Personality Indicators © www.asia-masters.com
  46. 46. Self Evaluation What is my personality type? Take the test. Be as honest as you can, only you will see the results. List the answers on the chart. Evaluate the results. Do you concur? Do you understand yourself? © www.asia-masters.com
  47. 47. Motivating 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. © www.asia-masters.com
  48. 48. Motivating © www.asia-masters.com
  49. 49. Motivating © www.asia-masters.com
  50. 50. Building a Team Why would someone want to become part of a team? An effective team helps one feel they are: • 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
  51. 51. Building a Team When a team is operating well the leader and the members: • 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” © www.asia-masters.com
  52. 52. 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 © www.asia-masters.com
  53. 53. Building a Team • Make decisions based on facts not on emotion or personalities • Play a variety of roles – serve as leader, teacher or coach © www.asia-masters.com
  54. 54. 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. © www.asia-masters.com
  55. 55. 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. © www.asia-masters.com
  56. 56. Coaching 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. © www.asia-masters.com
  57. 57. 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. © www.asia-masters.com
  58. 58. Coaching 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. © www.asia-masters.com
  59. 59. 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. © www.asia-masters.com
  60. 60. Coaching 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. © www.asia-masters.com
  61. 61. Leadership Strategies © www.asia-masters.com
  62. 62. Leadership Styles © www.asia-masters.com
  63. 63. 63 Use The High Performance Development Model: The High Performance Development Model (HPDM) is the framework for developing highly-skilled leaders for the 21st Century. By focusing on eight core competencies, HPDM provides the foundation for leading-by-example and creating a motivating workplace. © www.asia-masters.com
  64. 64. 64 8 HPDM Core Competencies 1. Personal Mastery 2. Technical Skills 3. Interpersonal Effectiveness 4. Customer Service 5. Flexibility/Adaptability 6. Creative Thinking 7. Systems Thinking 8. Organizational Stewardship © www.asia-masters.com
  65. 65. 65 HPDM Pyramid Organizational Stewardship Systems Thinking Creative Thinking Flexibility/Adaptability Customer Service Interpersonal Effectiveness Personal Mastery Technical Skills Holistic Leadership/Org. Ecology Connecting the Dots Reaching Outside of the Box: Taking Risks Becoming Comfortable with Unpredictability Becoming Other-Oriented Dealing with Others Dealing with Self Global Accountability Controlled Accountability © www.asia-masters.com
  66. 66. Conflict Cycle © www.asia-masters.com
  67. 67. Conflict Management Kenneth Thomas and Ralph Kilmann developed a model of five (5) conflict handling modes or styles © www.asia-masters.com
  68. 68. Thomas-Kilmann Conflict Styles © www.asia-masters.com
  69. 69. 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. © www.asia-masters.com
  70. 70. Thomas-Kilmann Conflict Styles • 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. © www.asia-masters.com
  71. 71. 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. © www.asia-masters.com
  72. 72. 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. © www.asia-masters.com
  73. 73. 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. © www.asia-masters.com
  74. 74. 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. © www.asia-masters.com
  75. 75. 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. © www.asia-masters.com
  76. 76. 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. © www.asia-masters.com
  77. 77. 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. © www.asia-masters.com
  78. 78. 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. © www.asia-masters.com
  79. 79. 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. © www.asia-masters.com
  80. 80. 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. © www.asia-masters.com
  81. 81. 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. © www.asia-masters.com
  82. 82. 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. © www.asia-masters.com
  83. 83. 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. © www.asia-masters.com
  84. 84. 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 © www.asia-masters.com
  85. 85. 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 © www.asia-masters.com
  86. 86. 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 © www.asia-masters.com
  87. 87. 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. © www.asia-masters.com
  88. 88. 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 © www.asia-masters.com
  89. 89. 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 © www.asia-masters.com
  90. 90. 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. © www.asia-masters.com
  91. 91. Synergistic Decision Making Survival Exercise © www.asia-masters.com
  92. 92. Synergistic Decision Making © www.asia-masters.com
  93. 93. Synergistic Decision Making © www.asia-masters.com
  94. 94. Synergistic Decision Making © www.asia-masters.com
  95. 95. Leadership Styles • Autocratic (Authoritarian) • Bureaucratic • Democratic • Coercive • Transactional • Transformational • Laissez-Faire © www.asia-masters.com
  96. 96. Autocratic(Authoritarian) • Manager retains power (classical approach) • Manager is decision-making authority • Manager does not consult employees for input • Subordinates expected to obey orders without explanations • Motivation provided through structured rewards and punishments © www.asia-masters.com
  97. 97. When to use Autocratic • New, untrained employees • Employees are motivated • Employees do not respond to any other leadership style • High-volume production needs • Limited time for decision making • Manager’s power is challenged by an employee © www.asia-masters.com
  98. 98. Who are Autocratic Leaders? © www.asia-masters.com
  99. 99. Bureaucratic • Manager manages “by the book¨ • Everything must be done according to procedure or policy • If it isn’t covered by the book, the manager refers to the next level above him or her • Police officer more than leader © www.asia-masters.com
  100. 100. When to use Bureaucratic • Performing routine tasks • Need for standards/procedures • Use of dangerous or delicate equipment • Safety or security training being conducted • Tasks that require handling cash © www.asia-masters.com
  101. 101. Who are BureaucraticLeaders? © www.asia-masters.com
  102. 102. Democratic • Often referred to as participative style • Keeps employees informed • Shares decision making and problem solving responsibilities • “Coach” who has the final say, but… • Gathers information from staff members before making decisions © www.asia-masters.com
  103. 103. Democratic Continued • Help employees evaluate their own performance • Allows employees to establish goals • Encourages employees to grow on the job and be promoted • Recognizes and encourages achievement • Can produce high quality and high quantity work for long periods of time © www.asia-masters.com
  104. 104. When to use Democratic • To keep employees informed • To encourage employees to share in decision-making and problem-solving • To provide opportunities for employees to develop a high sense of personal growth and job satisfaction • Complex problems that require a lots of input • To encourage team building and participation. © www.asia-masters.com
  105. 105. Who are Democratic Leaders? © www.asia-masters.com
  106. 106. •The ear of the leader must ring with the voices of the people. Woodrow Wilson © www.asia-masters.com
  107. 107. Coercive • Power from a person’s authority to punish • Most obvious types of power a leader has. • Good leaders use coercive power only as a last resort: – In today’s sophisticated and complex workplace, excessive use of coercive power unleashes unpredictable and destabilizing forces which can ultimately undermine the leader using it. © www.asia-masters.com
  108. 108. When to use Coercive • To meet very short term goals • When left with no other choice • In times of crisis © www.asia-masters.com
  109. 109. Who are Coercive Leaders? You’re Fired! © www.asia-masters.com
  110. 110. Transactional • Motivate followers by appealing to their own self- interest • Motivate by the exchange process. – EX: business owners exchange status and wages for the work effort of the employee. • Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards. • Encourage leader to adapt their style and behavior to meet expectations of followers © www.asia-masters.com
  111. 111. When to use Transactional • Leader wants to be in control • When there are approaching deadlines that must be met • Relationship is short term © www.asia-masters.com
  112. 112. A Result of the Leadership We Knew... “We made workers into robots; we made them into machines… © www.asia-masters.com
  113. 113. ...Now, we want them to become a different kind of person: to come up with new ideas.” Jack Smith, CEO, General Motors © www.asia-masters.com
  114. 114. Transformational • Charismatic and visionary • Inspire followers to transcend their self-interest for the organization • Appeal to followers' ideals and values • Inspire followers to think about problems in new or different ways • Common strategies used to influence followers include vision and framing Research indicates that transformational leadership is more strongly correlated with lower turnover rates, higher productivity, and higher employee satisfaction.
  115. 115. Transformational cont. • Instils feelings of confidence, admiration and commitment • Stimulates followers intellectually, arousing them to develop new ways to think about problems. • Uses contingent rewards to positively reinforce desirable performances • Flexible and innovative. © www.asia-masters.com
  116. 116. • When leaders want members to be an active part of the organization and have ownership to it • When leaders are building a sense of purpose • When the organization has a long term plan • When people need to be motivated When to use Transformational © www.asia-masters.com
  117. 117. "(He) possessed the gift of silence." (Comment by President John Adams about George Washington) © www.asia-masters.com
  118. 118. Laissez-Faire • Also known as the “hands-off¨ style • Little or no direction • Gives followers as much freedom as possible • All authority or power is given to the followers • Followers must determine goals, make decisions, and resolve problems on their own. © www.asia-masters.com
  119. 119. When to use Laissez-Faire • Employees are highly skilled, experienced, and educated • Employees have pride in their work and the drive to do it successfully on their own • Outside experts, such as staff specialists or consultants are being used • Employees are trustworthy and experienced © www.asia-masters.com
  120. 120. Other Referenced Theories Theory X and Theory Y • Theory X and Theory Y each represent different ways in which leaders view employees. – Theory X is the traditional view of direction and control by managers. – Theory Y is the view that individual and organizational goals can be integrated. © www.asia-masters.com
  121. 121. Management/ Leader Staff/ Followers Alan Chapmen Tight control, lots of rules, no freedom © www.asia-masters.com
  122. 122. Alan Chapmen Management/ Leader Staff/ Followers Lots of freedom, creativity & responsibility
  123. 123. Other Referenced Theories Hersey-Blanchard Situational Leadership • Based on the amount of direction (task- behavior) and amount of socio-emotional support (relationship-behavior) a leader must provide given the situation and the "level of maturity" of the followers. © www.asia-masters.com
  124. 124. © www.asia-masters.com
  125. 125. Selecting a Style • Some people are motivated by reward • Some people are motivated by punishment • Social systems work best with a chain of command • When people have agreed to do a job, a part of the deal is that they cede authority to their leader © www.asia-masters.com
  126. 126. 126© www.asia-masters.com

×