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Leadership 12.8.17 for TLs training.pptx
- 2. House Rules • Put cellphone in silent mode • No using of cellphone inside the training room • No audio/video recording • Avoid small group discussions • Questions are encouraged • Be involved Leadership Training| Ver.1|October 2017
- 3. Objectives: At the end of the session, the participant will be able to: Define the meaning of leadership; Know the importance of leadership; Understand the different characteristics of a good leader and a bad leader; Strengthen leadership and ownership in work related issues; and Learn one of the basic managerial and supervisory skills. Leadership Training| Ver.1|October 2017
- 4. • Group 1: What are the roles and responsibilities of a Leader? • Group 2: What are the qualities of a Leader? • Group 3: What do you like best in being a Leader? Group Brainstorm
- 5. Leadership Roles and Responsibilities • Know the job • Create a happy environment • Communicate • Coordinate with other departments • Train & Develop • Coach and Counsel • Praise • Explain the goal • Offer solutions to problems • Seek advice and service
- 6. Qualities to look for in a leader 1. Character 2. Influence 3. Positive Attitude 4. Excellent People Skills 5. Honesty 6. Proven track record 7. Confidence 8. Self Discipline 9. Effective communication skills 10. Willingness to change & take risks
- 7. 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.
- 9. LEADERSHIP FUNCTIONS 9 THE ROLE OF A LEADER Achieving the task Building and maintaining Team Developing the individual.
- 10. TASK Define the task Make the plan Delegate work and resources Control quality and rate of work Check performance Adjust the plan
- 11. INDIVIDUAL Attend to personal problems Praise individuals Give status Recognize and use individual abilities Develop the individual
- 12. TEAM Maintain discipline Build team spirit Encourage, motivate, give a sense of purpose Appoint sub-leaders Develop the group
- 13. Different Kinds of Leadership Leadership Training| Ver.1|October 2017
- 14. AUTOCRATIC LEADERSHIP • also known as authoritarian leadership • Centered on the “Boss” • Boss holds all the responsibility and authority. Leadership Training| Ver.1|October 2017
- 15. AUTOCRATIC LEADERSHIP Leadership Style Advantages Disadvantages Autocratic – Leader centered (“do it or else”) •If quick decisions are needed •Close supervision •Total Control •One – Way Communication •Fails to motivate •May induce resentment
- 16. Autocratic Leaders 7 Famous Authoritarian Leaders. (n.d.). Retrieved May 16, 2017, from https://futureofworking.com/7-famous-authoritarian-leaders/ Leadership Training| Ver.1|October 2017 Adolf Hitler Pres. Vladimir Putin Gordon Ramsey
- 17. DEMOCRATIC LEADERSHIP • Also known as Participative Leadership • Distributing responsibility among the membership, empowering group members, and aiding the group’s decision-making process” - John Gastil- Leadership Training| Ver.1|October 2017
- 18. DEMOCRATIC LEADERSHIP Leadership Training| Ver.1|October 2017 Leadership Style Advantages Disadvantages Democratic -participative management •Solves complex issue •Strong teams are built •Foster creative environment •Can appear uncertain •Time Consuming
- 19. DEMOCRATIC LEADERS Leadership Training| Ver.1|October 2017 Pres. Rodrigo Duterte Former Pres. Barrack Obama
- 20. LAISSEZ FAIRE LEADERSHIP • Also known as delegative leadership •is a type of leadership style in which leaders are hands-off and allow group members to make decisions. Leadership Training| Ver.1|October 2017
- 21. LAISSEZ FAIRE LEADERSHIP Leadership Style Advantages Disadvantages Laissez Faire -do what you want as long as you do it right •Beneficial for people who are knowledgeable, highly motivated • There are free flow of ideas •Allows demonstrations of skills •Not be able to meet deadlines if without proper guidance •Blames tend to be on the worker •Low accountability
- 22. LAISSEZ FAIRE LEADERS Queen Victoria Martin Van Buren Mahatma Gandhi
- 23. SITUATIONAL LEADERSHIP Situational leadership is a leadership style that has been developed and studied by Kenneth Blanchard and Paul Hersey. • Situational leadership refers to when the leader adjust his style to fit the development level of the followers he is trying to influence. • The style may change continually to meet the needs of others in the organization based on the situation.
- 24. SITUATIONAL LEADERSHIP Leadership Style Advantages Disadvantages Situational • It is up to the leader to change his style, not the follower to adapt to the leader’s style. •Beneficial for those with high needs and little experience. There are free flow of ideas. •Beneficial to those with low needs and high competence •behavioral inconsistency on the part of the supervisor •Employees may not know what sort of response to expect from the manager from day to day Make sure that you are not altering your personality -- merely your words.
- 25. Area of Concern Autocratic (Control Orientated) Democratic(Team Approach) Laissez-Faire Who does the planning? Leader Leader plus group Individuals or groups Who does the Problem Solving? Leader Leader plus group Individuals or groups Who makes decisions? Leader Leader plus group Individuals or groups What is the direction of communication? Down Down, up and across Across Where is the responsibility for achievement felt? Leader Leader plus group Not Felt Where does the responsibility actually lie? Leader Leader Leader Comparison of Leadership Styles
- 26. Amount of delegation of authority by leader None Lots Lots Crisis Management Good Poor Chaotic Change Management Poor Good Ineffective Area of Concern Autocratic (Control Orientated) Democratic(Team Approach) Laissez-Faire Leader’s confidence level in subordinates Little to none High High Leader’s rapport with subordinates Low High Questionable Comparison of Leadership Styles
- 27. “INSANITY is doing the same thing over and over again and expecting different results.” -Albert Einstein-
Editor's Notes
- Greet the participants Establish a light atmosphere Ask how long they have been team leaders in the stores? Ask how they are? Is being a leader easy? Ano ang sabi ni kupareng peter niyo? Peter Parker. “Great Power comes with great responsibility.” Some of us are not even ready to become a leader. Ang iba siguro sinabihan lang agad na ikaw ang team leader, start ka na bukas. Or some of us are already good as crews, magaling.. May skills.. May experience sa work.. Pero nung naging TL na, hindi ganon ka ready. Leadership skills is different from the skills that you gain from doing the actual work. So training is important. Training wishes to bridge that gap.
- Before we start the training, just some rules for us to consider so that we will have a fruitful training day. Put cellphone in silent mode, nakakagulat ang loud ring. No using of cellphone, kahit nakikipag break na si gf or bf. Focus tayo sa training. No audio and video recording baka madiscover ako sa abs cbn. Matagal ko na sila pinagtataguan. Avoid small group discussion. Kahit na gusto talaga ninyo pagusapan kung ano na ang nangyari kay Cardo Dalisay. Questions are encouraged. Sasagutin ko hanggat kaya ko.
- The participants will be divided into three groups. Group 1 will answer question number 1, Group 2 will answer question number 2 and group 3 will answer question number 3 respectively. Each group will present their output to the audience.
- After group 1 presents their output, acknowledge their answers and give relevant comments to their output. Discuss the items on the slides as additional inputs on the roles and responsibilities of a supervisor: Know the Job – there’s no stopping to learning. Learning never ends. Knowing beyond the job. Reading materials. Watching TED. Create a happy environment – ensuring camaraderie, communicating. Sample, an employee singing in the office, makes the colleagues feel light. Communicate – problem in communication with Filipinos. President Duterte, maganda ang puso but may problem sa communication. Papatayin kita. Coordinate with other departments – di mo kayang mag isa. Root cause of concerns can be coming from other departments. Train and Develop – hindi ba trabaho yan ng HR training? Trabaho natin ito. Most of the time spent each day is with subordinates. And subordinates with their bosses. Coaching – one of the highly effective skills that can be used in creating a happy environment. This is part of the curriculum in the advance courses. Praising – We are not police officers to keep on catching violators. If there is an opportunity to praise somebody, go ahead. How would you feel if you are a recipient of a praise? It feels good, it feels more positive and motivated. It is not making bola, it is giving praise or compliment to those who are deserving. Explain the goal – Posting new memos, posting new policies and procedures, but when asked why, “basta, smunod ka na lang.” Ma’am what’s the reason of the revision of our existing policy? “ewan ko, hindi ko din alam, ang vice president natin ang nag issue niyan”. It is our role to explain WHY. Do not just implement, communicate muna, explain muna before implementing. (Buyer and the plastic bag) Hindi magalit sa cashier, magalit sa visor. Bihira sa mga tauhan ang magtanong bakit. That’s why Supervisors should explain. Offer solutions to problems – be not problem focused. You are now an officer, a manager, offer solutions. Approaching higher bosses without solutions. Seek advice and service – no matter how brilliant you are, you need others. There are people in the organization that are more knowledgeable because of their exposure to the different scenarios and situations. Alamin mo yun and get their best practices to help you improve at work. VIDEO (laughing in the bus, contagious) A social experiment. Happiness is contagious. If the boss is happy today, his department is happy today. Ang iba, if parating si boss, binabantayan ng mga tauhan ang mood ni boss. LIFE IS SHORT- itaas ang kanang kamay at ilagay sa balikat ng nasa kanan, sabihin mo sa kanya, Team mate, maikli ang buhay. Team mate, oo nga, mamatay ka rin. Huwag masyadong toxic araw araw.
- After group 2 presents their output, this slide will be discussed. May papasa pa ba sa atin if these are the qualities that we need to have? We also have a list here. Character – Is who you are when no one is watching. There are managers who look good, they smell good but they have questionable character. (Bong Alvarez- magaling, drug dependent) Banal na aso. Influence – JM leadership is influence, nothing more, nothing less. Johnny, asked to go for an overtime but refuses. But when asked by other manager, he agrees. Other managers are more influencial than you. If you don’t have influence over your team, idadaan mo lagi sa pilitan, sa pananakot, sa dahas. Tulad ng mga nanay, kung di na pinakikinggan, dinadaan sa takot. Positive attitude – “We were soldiers” a true story about Vietnam war. His whole battalion will be sent to Vietnam war. A few days before flying to Vietnam, he called for a meeting and he announced that during the general meeting, the soldiers should bring with them their families. Soldiers, families of soldiers. Tomorrow we will travel to Vietnam, I will not promise that all of you will come home alive. I cannot promise that you will return alive. But this I promise, I will be the one to step first in Vietnam and I will be the one who will last leave Vietnam, dead or alive. And I will bring you home, dead or alive. Halos maubos sila doon. Siya ang unang bumaba, at siya ang huling sumakay. At isa isa pagkauwi niya kinatok mga pamilya, at ibalita kung patay o buhay ang kanyang sundalo. Excellent people skills – Evident Gifts – Ano yung core gifts mo? There are people who are very patient and passionate in numbers. There are people who love to listen to the buhay buhay of their tauhan. There are people whose gifts are evident. Pacquiao, Charice. You were promoted because of what you were able to prove something to the company. Confidence – Gusto mo ba ang boss mo, siya mismo walang tiwala sa sarili niya? 1. Today is a happy day! 2. Bo Sanchez “I’m Exzited!” 3. If you have a favorite perfume, use it in the morning. Self Discipline – May nakatingin man o wala, gagawin ang trabaho. May CCTV man o wala, gawin ang trabaho. Di mo na kailangan ng may manggigising sayo, babangon ng kusa first thing in the morning. No matter how you feel today, show up and do the work. Effective communication – hindi lang communication skills but EFFECTIVE. Willingness to change and take risks – Willingness to grow, to learn, that even you already know the topic, you wish to learn something new. Willing to take risk i.e., to be assigned in Mindanao. A rank and file can say no. But an officer, will say YES. Kung ayaw, hindi pwede.. Maybe we are still not ready to take a leadership position. HIGHER PERKS and C&B, ang kapalit ay yung one and two.
- After group 3 presents their output
- In promoting employees, kelangan pasado ka sa KAS. Knowledge is alam mo Skills, kaya mo Attitude, you have the right mental disposition on things pertaining to work. Our actions, affect the feelings, thinking and acts of our subordinates. Our everyday disposition is contagious just like the video. As a leader, we are responsible for the employee experience of our team.
- 1. Task Needs – In the task circle the job may be well or poorly defined, but dynamic groups have set goals and in most cases shared tasks in fact form a competent and effective team. 2. Team Maintenance Needs – The entire team needs to be united and work together so as to achieve the required task. Hence, the group as a complete unit should be understood to get efficient performance. 3. Individual Needs – Every individual within a team has their own distinct characteristics, needs and personalities, which are different as compared to the team. For maximum productivity from the team the individual needs of the members should be satisfied (Thomas 2004a). One of the key strengths of Adair’s action-centred leadership model is that it is practical and simple to understand. Adair argues that the model can be “applied universally and that every culture can identify with the three circles and see them as a requirement for leadership” as well as it can be implemented in every section of an organization. For a high performing company there should be good leadership at all the different levels. Most theories of leadership deal with leadership styles and as such they have been unsuccessful due to too much importance on the leader, followers and the task and not considering the leadership situation (Whipp and Pettigrew, 1993: 205). The Trait Theories for example focus on the fact that leaders are born with certain characteristics that make them behave as leaders and in this respect Luther Bernard (1926) tried to justify leadership based on the “internal qualities” of people with which they are born with. But Adair’s model has fundamental ideas which are beneficial in developing management and leadership skills, as it propagates that by ‘selecting, nurturing and developing the potential’ (Mullins 2010) of a leader and creating strong leader-follower relationship and also catering to the needs of the team and individual members brings about the completion of the task. Although the action-centred model is most widely accepted amongst all the theories of leadership and management, however it does have its own limitations. The model gives more emphasis on how the task is to be understood and how an organization is led, as opposed to considering the task to be viewed with respect to the organizational perspectives, goals and strategies and also the leader who has been given the role of leadership. Overall the action-centred leadership model is a dynamic model that allows continuous evaluation of the tasks and the team, thus providing opportunities to identify problems and rectify them before real problems come up.
- 1. Task Needs – In the task circle the job may be well or poorly defined, but dynamic groups have set goals and in most cases shared tasks in fact form a competent and effective team. 2. Team Maintenance Needs – The entire team needs to be united and work together so as to achieve the required task. Hence, the group as a complete unit should be understood to get efficient performance. 3. Individual Needs – Every individual within a team has their own distinct characteristics, needs and personalities, which are different as compared to the team. For maximum productivity from the team the individual needs of the members should be satisfied (Thomas 2004a). One of the key strengths of Adair’s action-centred leadership model is that it is practical and simple to understand. Adair argues that the model can be “applied universally and that every culture can identify with the three circles and see them as a requirement for leadership” as well as it can be implemented in every section of an organization. For a high performing company there should be good leadership at all the different levels. Most theories of leadership deal with leadership styles and as such they have been unsuccessful due to too much importance on the leader, followers and the task and not considering the leadership situation (Whipp and Pettigrew, 1993: 205). The Trait Theories for example focus on the fact that leaders are born with certain characteristics that make them behave as leaders and in this respect Luther Bernard (1926) tried to justify leadership based on the “internal qualities” of people with which they are born with. But Adair’s model has fundamental ideas which are beneficial in developing management and leadership skills, as it propagates that by ‘selecting, nurturing and developing the potential’ (Mullins 2010) of a leader and creating strong leader-follower relationship and also catering to the needs of the team and individual members brings about the completion of the task. Although the action-centred model is most widely accepted amongst all the theories of leadership and management, however it does have its own limitations. The model gives more emphasis on how the task is to be understood and how an organization is led, as opposed to considering the task to be viewed with respect to the organizational perspectives, goals and strategies and also the leader who has been given the role of leadership. Overall the action-centred leadership model is a dynamic model that allows continuous evaluation of the tasks and the team, thus providing opportunities to identify problems and rectify them before real problems come up.
- 1. Task Needs – In the task circle the job may be well or poorly defined, but dynamic groups have set goals and in most cases shared tasks in fact form a competent and effective team. 2. Team Maintenance Needs – The entire team needs to be united and work together so as to achieve the required task. Hence, the group as a complete unit should be understood to get efficient performance. 3. Individual Needs – Every individual within a team has their own distinct characteristics, needs and personalities, which are different as compared to the team. For maximum productivity from the team the individual needs of the members should be satisfied (Thomas 2004a). One of the key strengths of Adair’s action-centred leadership model is that it is practical and simple to understand. Adair argues that the model can be “applied universally and that every culture can identify with the three circles and see them as a requirement for leadership” as well as it can be implemented in every section of an organization. For a high performing company there should be good leadership at all the different levels. Most theories of leadership deal with leadership styles and as such they have been unsuccessful due to too much importance on the leader, followers and the task and not considering the leadership situation (Whipp and Pettigrew, 1993: 205). The Trait Theories for example focus on the fact that leaders are born with certain characteristics that make them behave as leaders and in this respect Luther Bernard (1926) tried to justify leadership based on the “internal qualities” of people with which they are born with. But Adair’s model has fundamental ideas which are beneficial in developing management and leadership skills, as it propagates that by ‘selecting, nurturing and developing the potential’ (Mullins 2010) of a leader and creating strong leader-follower relationship and also catering to the needs of the team and individual members brings about the completion of the task. Although the action-centred model is most widely accepted amongst all the theories of leadership and management, however it does have its own limitations. The model gives more emphasis on how the task is to be understood and how an organization is led, as opposed to considering the task to be viewed with respect to the organizational perspectives, goals and strategies and also the leader who has been given the role of leadership. Overall the action-centred leadership model is a dynamic model that allows continuous evaluation of the tasks and the team, thus providing opportunities to identify problems and rectify them before real problems come up.
- There are different styles of leadership. There is no one right style. It depends upon the situation.
- Bill Gates Vladimir Putin Gordon Ramsey
- Ask the audience : sino ang kilala nyo na democratic leader? Communication is active upward or downward
- Ask the audience : sino ang kilala nyo na democratic leader? Communication is active upward or downward
- https://www.verywell.com/what-is-laissez-faire-leadership-2795316
- Queen Victoria Phrases, such “Heaven helps those who help themselves”, were often used to promote the laissez faire leadership style during the Victorian Period in the UK. This era is also known as the Age of Individualism, as many people worked hard using their own skills and talents to help create one of the world’s richest and strongest countries at the time, with Queen Victoria staying out of business unless it was necessary. Martin Van Buren 8th President of the US
- https://www.verywell.com/what-is-laissez-faire-leadership-2795316