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Leadership skills presentation free sample
- 1. Leadership Skills 25% free Sample 1
- 2. Ground RulesGround Rules Pls.Keep it Silent Non Smoking Area
- 4. Course ContentsCourse Contents • Chapter One: Concept of Leadership • Chapter Two: leadership Qualities • Chapter Three: Levels of Leadership • Chapter Four: Theories of Leadership • Chapter Five: Management and Leadership • Chapter Six: Leadership Styles • Chapter Seven: Power, Delegating, Empowerment, Communication and Leadership 4
- 5. 5 Chapter OneChapter One Concept Of LeadershipConcept Of Leadership
- 6. Write: What is Leadership?Write: What is Leadership? 6
- 7. Which Leaders Impressed You? • Reflect back over your life and think of people who have impressed you as effective? • leaders - who are they and why have they impressed you? Think about: • Who they were? • When it was that they impressed you? • What formal role/s they were in at the time? • What they taught you about leadership? • What it was that made them special? 7
- 8. List down names of five leaders whom you admire on all accounts. What makes them good leaders? What is Leadership?What is Leadership? 8
- 9. Leadership is a process wherebyLeadership is a process whereby an individual influences a groupan individual influences a group of individuals to achieve aof individuals to achieve a common goal.common goal. LeadershipLeadership 9
- 10. ‘‘‘‘Even when he attained aEven when he attained a high position, he could hearhigh position, he could hear the crying below.’’the crying below.’’ AnonAnon.. LeadershipLeadership 10
- 11. LeadershipLeadership ‘‘‘‘The function of leadership is to engageThe function of leadership is to engage followers, not merely to activate them,followers, not merely to activate them, to comingle needs and aspirations andto comingle needs and aspirations and goals in a common enterprise and in thegoals in a common enterprise and in the process to make better citizens of bothprocess to make better citizens of both leaders and followers.’’leaders and followers.’’ James McGregor BurnsJames McGregor Burns 11
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- 13. LeadershipLeadership ‘‘‘‘Leadership is the heart and soul ofLeadership is the heart and soul of management. It is the ability to inspiremanagement. It is the ability to inspire other people to work together as a team,other people to work together as a team, following your lead, in order to attain afollowing your lead, in order to attain a common objective, whether in business,common objective, whether in business, in politics, in war, or on the football field.in politics, in war, or on the football field. Leadership is learned . . .’’Leadership is learned . . .’’ Howard Geneen, ManagingHoward Geneen, Managing 13
- 14. LeadershipLeadership ‘‘‘‘When the long winter nights come on and theWhen the long winter nights come on and the wolves follow their meat into the lower valleys,wolves follow their meat into the lower valleys, he may be seen running at the head of the packhe may be seen running at the head of the pack through the pale moonlight or glimmeringthrough the pale moonlight or glimmering borealis, leaping gigantic above his fellows, hisborealis, leaping gigantic above his fellows, his great throat a-bellow as he sings a song of thegreat throat a-bellow as he sings a song of the younger world, which is the song of the pack.’’younger world, which is the song of the pack.’’ Jack LondonJack London 14
- 15. LeadershipLeadership ‘‘A leader is a dealer in hope.’A leader is a dealer in hope.’ Napoleon BonaparteNapoleon Bonaparte 15
- 16. Leaders motivate others through mutualLeaders motivate others through mutual trust.trust. 16 LeadershipLeadership
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- 18. The job of a leader today is not toThe job of a leader today is not to create followers. Its to create morecreate followers. Its to create more leaders.leaders. Ralph naderRalph nader LeadershipLeadership 18
- 19. ‘‘Leadership is the process ofLeadership is the process of influencing activities of an organizedinfluencing activities of an organized group in its efforts toward goalgroup in its efforts toward goal setting and achievement.’setting and achievement.’ R StogdillR Stogdill LeadershipLeadership 19
- 20. ‘‘Someone who inspires me, takesSomeone who inspires me, takes an interest in me as a person andan interest in me as a person and who works with me and others towho works with me and others to achieve a commonly shared visionachieve a commonly shared vision or goal.’or goal.’ LeadershipLeadership 20
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- 22. The key to great leadership is trust.The key to great leadership is trust. A leader who does not earn trust will soonA leader who does not earn trust will soon be without followers.be without followers. 22
- 23. Leadership skillsLeadership skills Leadership skills are the tools, behaviors, and capabilities that a person needs in order to be successful at motivating and directing others 23
- 24. • The basis of good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well being. • A respected leader concentrates on what she is [be] (beliefs and character), what she knows (job, tasks, human nature), and what she does (implement, motivate, provide direction). Leadership skillsLeadership skills 24
- 25. • What makes a person want to follow a leader? People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future Leadership skillsLeadership skills 25
- 26. Leaders are not just found in business meetings. In school, students often elect a leader to help direct a class project. 26
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- 28. What Do Leaders Do?What Do Leaders Do? • Initiate ideas • Set goals • Organize & structure work • Make decisions • Solve problems • Generate enthusiasm • Train & develop employee skills • Communicate formally with subordinates • Informally interact with subordinates • Stand up for & support subordinates • Take responsibility • Develop group atmosphere • Reward & punish subordinates 28
- 29. Do Leaders Need Charisma?Do Leaders Need Charisma? 29 Charisma is a Greek word meaning “divinely inspired gift
- 30. Martin Luther King, Jr. was a charismatic leader and civil rights activist. However, leaders are found not just in politics; they are needed in all areas of business and society. 30
- 31. GilletteGillette • Colman Mockler, CEO from 1975 to 1991 • During tenure, faced down 3 potential attacks threatening takeover • Mockler chose to fight for the future greatness of Gillette rather than selling out and pocketing a large sum. • In the end, Mockler proved right, and his decisions took Gillette from good to great! 31
- 32. To achieve 3 P’s of A Leader3 P’s of A Leader PeoplePeople PurposePurpose PersonPerson Influences Committed to 32
- 33. • The leadership framework can be expressed in terms of a simple formula: L = f (l, gm, s) • The formula shows that the leadership process is a function of the leader, group members, and other situational variables 33 Framework for UnderstandingFramework for Understanding LeadershipLeadership
- 34. Framework for UnderstandingFramework for Understanding LeadershipLeadership SOURCE: Managing Today! by Stephen P. Robbins, © 1997 Reprinted by permission of Prentice-Hall, Inc., Upper Saddle River, N.J.34
- 35. Like all leaders, good coaches work to get the best effort out of each team member. 35
- 36. ‘‘Leaders are made, they are not born.Leaders are made, they are not born. They are made by hard effort, which isThey are made by hard effort, which is the price which all of us must pay tothe price which all of us must pay to achieve any goal that is worthwhile.’achieve any goal that is worthwhile.’ Vince LombardiVince Lombardi LeadershipLeadership 36
- 37. 2% 2% Born as Leaders Impossible to be Leaders 96% are not leaders but with training could be Born or made?Born or made? 37
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Editor's Notes
- Charisma is a term often used in discussing leaders. It is not a new term and has often been used in describing historical leaders in biography. More recent research, however, has identified some of the typical behaviours and powers of so-called charismatic and transformational leaders. These discussions illuminate leaders who have inborn special abilities that make them powerful agents of social change within their groups or organizations. Of course, to implement change outside their own groups, these leaders need to be especially persuasive since authority cannot be utilized in these situations. A recent documentary detailing Tony Blair’s leadership of Great Britain illustrated his remarkable persuasive dexterity. Blair had the amazing ability to persuade not only his nation’s citizens but other leaders and groups around the world. For example, he convinced all other nations that his home city of London was an attractive location to host the forthcoming Olympic Games. He was equally successful in persuading political leaders in several European countries and the United States of the desirability of adopting his ‘‘humanitarian interventionism’’ proposal. However, it does appear that natural charismatic leaders are in short supply as many observers will have noticed. We argue that effective persuasion does not require an innate charisma but can be learned or improved as persuasion is based on knowledge as well as genetically inherited personality characteristics. One should use charismatic leaders when available but relying on them to fill the many leadership roles required in nations, organizations, classroom, churches, and homes is impossible. Charismatic leaders are persuasive but persuasiveness can be learned by those without such innate capacities. The roots of persuasiveness include passion, conviction, and energetic purpose—all of which can be found and cultivated in many individuals. We would also point out that many leaders with unquestioned charisma and powers of persuasion have been among the most evil persons in the history of the world creating great damage to many persons, groups, nations, and the world itself. Our concept of the persuasive leader involves the concept of ethical, responsible, and even noble leadership in terms of behaviours and goals.