Leadership
Introduction <ul><li>To define Leadership & its skills </li></ul><ul><li>Mohamed Delawar </li></ul><ul><ul><li>Past RI Dis...
Leaders <ul><li>The General in the Army </li></ul><ul><li>The Chairman at the company </li></ul><ul><li>The CEO </li></ul>...
Leadership Defined <ul><li>Using influence in an organizational setting or situation, producing effects </li></ul><ul><li>...
Quality Of Good Leaders <ul><li>Vision </li></ul><ul><li>Integrity </li></ul><ul><li>Courage </li></ul><ul><li>Persistence...
Communication <ul><li>A great Leader is a master in the art of communication </li></ul><ul><ul><li>Two-way communication <...
Appreciation   <ul><li>The way to develop the best in a man is by appreciation and encouragement </li></ul>
<ul><li>Those who have most powerfully and permanently influenced their generation have always been the </li></ul><ul><li>...
<ul><li>LEADERS GUIDE PEOPLE </li></ul><ul><li>Not </li></ul><ul><li>Rule Them </li></ul>
Sources of Power <ul><li>Legitimate Power </li></ul><ul><li>Reward power  </li></ul><ul><li>Coercive Power </li></ul><ul><...
Types of Leaders <ul><li>Formal Leader </li></ul><ul><li>Informal Leader </li></ul>
Sources of Power <ul><li>Interpersonal Sources </li></ul><ul><ul><li>Legitimate </li></ul></ul><ul><ul><li>Reward </li></u...
Trait Theory of leadership <ul><li>An attempt to identify specific characteristics (physical, mental, personality) associa...
“TRAITS” of effective Leaders that have been studies by Trait Researches <ul><li>Intelligence </li></ul><ul><li>Personalit...
Behavioral Approaches In the late 1940s, researchers began to explore the notion that how a person acts determines that pe...
Consideration & Initiating Structure <ul><li>Consideration </li></ul><ul><li>Is friendly, approachable </li></ul><ul><li>D...
Why Trait & Behavior Approaches Fall Short <ul><li>Trait approaches consider personal characteristics of the leader that m...
Attribution Theory Of Leadership According to attribution theory, in observing subordinates, a leader searches for informa...
Transactional  &  Transformational Leadership <ul><li>Transactional Leadership </li></ul><ul><li>The leader helps the foll...
Factors that Describe Transformational Leaders <ul><li>Intellectual Stimulation </li></ul><ul><li>Individual Attention </l...
What makes a Leader ?
Emotional Intelligence
The five Components Of Emotional intelligence at work <ul><li>Self Awareness </li></ul><ul><li>Self-Regulation </li></ul><...
Self Awareness <ul><li>Definition: </li></ul><ul><ul><li>The ability to recognize and understand your moods, emotions and ...
Self-Regulation <ul><li>Definition: </li></ul><ul><ul><li>The ability to control or redirect disruptive impulses and moods...
Motivation <ul><li>Definition: </li></ul><ul><ul><li>A passion to work for reasons that go beyond money or status A propen...
Empathy <ul><li>Definition:  </li></ul><ul><ul><li>The ability to understand the emotional makeup of other people Skill in...
Social Skills <ul><li>Definition: </li></ul><ul><ul><li>Proficiency in managing relationships and building networks An abi...
Debate <ul><li>Team 1  </li></ul><ul><ul><li>Managers can be trained to be effective Leaders </li></ul></ul><ul><li>Team 2...
How ready are you to assume the Leadership role? <ul><li>It is enjoyable having people count on me for ideas and suggestio...
How ready are you to assume the Leadership role? <ul><li>What my team accomplishes is more important than my personal glor...
How ready are you to assume the Leadership role? <ul><li>The problems of my team mates are my problems too. </li></ul><ul>...
How ready are you to assume the Leadership role? <ul><li>I have always been a convincing person. </li></ul><ul><li>Norms f...
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  • Leadership 2

    1. 1. Leadership
    2. 2. Introduction <ul><li>To define Leadership & its skills </li></ul><ul><li>Mohamed Delawar </li></ul><ul><ul><li>Past RI District Governor 02-03 </li></ul></ul><ul><ul><li>Managing Construction Companies </li></ul></ul>
    3. 3. Leaders <ul><li>The General in the Army </li></ul><ul><li>The Chairman at the company </li></ul><ul><li>The CEO </li></ul><ul><li>The Manager at work </li></ul><ul><li>The Boss </li></ul><ul><li>The Foreman </li></ul>
    4. 4. Leadership Defined <ul><li>Using influence in an organizational setting or situation, producing effects </li></ul><ul><li>that are meaningful and have a direct impact on accomplishing challenging goals </li></ul>
    5. 5. Quality Of Good Leaders <ul><li>Vision </li></ul><ul><li>Integrity </li></ul><ul><li>Courage </li></ul><ul><li>Persistence </li></ul><ul><li>Decisiveness </li></ul><ul><li>Humility </li></ul><ul><li>Optimism </li></ul>
    6. 6. Communication <ul><li>A great Leader is a master in the art of communication </li></ul><ul><ul><li>Two-way communication </li></ul></ul><ul><ul><li>Listening </li></ul></ul><ul><ul><li>Open Door” Policy </li></ul></ul><ul><ul><li>Trust & open Environment </li></ul></ul>
    7. 7. Appreciation <ul><li>The way to develop the best in a man is by appreciation and encouragement </li></ul>
    8. 8. <ul><li>Those who have most powerfully and permanently influenced their generation have always been the </li></ul><ul><li>“seers” </li></ul><ul><li>They have been persons who could think faster, clearer and farther ahead than those around them </li></ul>
    9. 9. <ul><li>LEADERS GUIDE PEOPLE </li></ul><ul><li>Not </li></ul><ul><li>Rule Them </li></ul>
    10. 10. Sources of Power <ul><li>Legitimate Power </li></ul><ul><li>Reward power </li></ul><ul><li>Coercive Power </li></ul><ul><li>Expert Power </li></ul><ul><li>Referent Power </li></ul><ul><li>Enable managers to be Leaders & influence subordinates to achieve Goals </li></ul>
    11. 11. Types of Leaders <ul><li>Formal Leader </li></ul><ul><li>Informal Leader </li></ul>
    12. 12. Sources of Power <ul><li>Interpersonal Sources </li></ul><ul><ul><li>Legitimate </li></ul></ul><ul><ul><li>Reward </li></ul></ul><ul><ul><li>Coercive </li></ul></ul><ul><ul><li>Expert </li></ul></ul><ul><ul><li>Referent </li></ul></ul><ul><li>Structural Sources </li></ul><ul><ul><li>Resources </li></ul></ul><ul><ul><li>Decision Making </li></ul></ul><ul><ul><li>Information </li></ul></ul>
    13. 13. Trait Theory of leadership <ul><li>An attempt to identify specific characteristics (physical, mental, personality) associated with leadership success. The theory relies on research that relates various traits to certain success criteria. </li></ul>
    14. 14. “TRAITS” of effective Leaders that have been studies by Trait Researches <ul><li>Intelligence </li></ul><ul><li>Personality </li></ul><ul><li>Supervisory Ability </li></ul><ul><li>Physical Characteristics </li></ul>
    15. 15. Behavioral Approaches In the late 1940s, researchers began to explore the notion that how a person acts determines that person’s leadership effectiveness. Instead of searching for traits, these researchers examined leader behaviors and their impact on the performance and satisfaction of followers.
    16. 16. Consideration & Initiating Structure <ul><li>Consideration </li></ul><ul><li>Is friendly, approachable </li></ul><ul><li>Do little things to make fun to be a member of group </li></ul><ul><li>Give advance notice of changes </li></ul><ul><li>Willing to make changes </li></ul><ul><li>Treats group members as equals </li></ul><ul><li>Initiating Structure </li></ul><ul><li>Tries ideas in the Group </li></ul><ul><li>Lets group members know what expected </li></ul><ul><li>Assign workers to tasks </li></ul><ul><li>Schedules work to be done </li></ul><ul><li>Maintain standards of performance </li></ul>
    17. 17. Why Trait & Behavior Approaches Fall Short <ul><li>Trait approaches consider personal characteristics of the leader that may be important in achieving success in a leadership role. </li></ul><ul><li>Behavioral approaches attempt to specify which kinds of leader behaviors are necessary for effective leadership. </li></ul><ul><li>A shortcoming of both of these approaches is that they fail to take into account the interaction between people, tasks and environment. </li></ul>
    18. 18. Attribution Theory Of Leadership According to attribution theory, in observing subordinates, a leader searches for informational cues as to “WHY” something is happening and then attempts to construct casual explanations that guide her/his leadership behavior.
    19. 19. Transactional & Transformational Leadership <ul><li>Transactional Leadership </li></ul><ul><li>The leader helps the follower identify what must be done to accomplish the desired results: </li></ul><ul><li>Better quality </li></ul><ul><li>More sales or Services </li></ul><ul><li>Reduced Cost of Production </li></ul><ul><li>Transformational Leadership </li></ul><ul><li>By expressing a vision the transformational leader persuades followers to work hard to achieve the goals envisioned. The leader’s vision provides the follower with motivation for hard work that is self-rewarding (internal) </li></ul>
    20. 20. Factors that Describe Transformational Leaders <ul><li>Intellectual Stimulation </li></ul><ul><li>Individual Attention </li></ul><ul><li>Management by Exception </li></ul><ul><li>Contingent Reward </li></ul><ul><li>Charisma </li></ul>
    21. 21. What makes a Leader ?
    22. 22. Emotional Intelligence
    23. 23. The five Components Of Emotional intelligence at work <ul><li>Self Awareness </li></ul><ul><li>Self-Regulation </li></ul><ul><li>Motivation </li></ul><ul><li>Empathy </li></ul><ul><li>Social Skill </li></ul>
    24. 24. Self Awareness <ul><li>Definition: </li></ul><ul><ul><li>The ability to recognize and understand your moods, emotions and drives as well as their effect on others. </li></ul></ul><ul><li>Hallmarks: </li></ul><ul><ul><li>Self-Confidence </li></ul></ul><ul><ul><li>Realistic self -assessment </li></ul></ul><ul><ul><li>Self-deprecating sense of humor </li></ul></ul>
    25. 25. Self-Regulation <ul><li>Definition: </li></ul><ul><ul><li>The ability to control or redirect disruptive impulses and moods The propensity to suspend judgment- to think before acting </li></ul></ul><ul><li>Hallmarks: </li></ul><ul><ul><li>Trustworthiness and integrity </li></ul></ul><ul><ul><li>Comfort with ambiguity </li></ul></ul><ul><ul><li>Openness to change </li></ul></ul>
    26. 26. Motivation <ul><li>Definition: </li></ul><ul><ul><li>A passion to work for reasons that go beyond money or status A propensity to pursue goals with energy and persistence </li></ul></ul><ul><li>Hallmarks: </li></ul><ul><ul><li>Strong drive to achieve </li></ul></ul><ul><ul><li>Optimism even in the face of failure </li></ul></ul><ul><ul><li>Organizational commitment </li></ul></ul>
    27. 27. Empathy <ul><li>Definition: </li></ul><ul><ul><li>The ability to understand the emotional makeup of other people Skill in treating people according to their emotional reaction </li></ul></ul><ul><li>Hallmarks: </li></ul><ul><ul><li>Expertise in building and retaining talent </li></ul></ul><ul><ul><li>Cross-cultural relations </li></ul></ul><ul><ul><li>Service to clients and customers </li></ul></ul>
    28. 28. Social Skills <ul><li>Definition: </li></ul><ul><ul><li>Proficiency in managing relationships and building networks An ability to find common ground and build rapport </li></ul></ul><ul><li>Hallmarks: </li></ul><ul><ul><li>Effectiveness in leading change </li></ul></ul><ul><ul><li>Persuasiveness </li></ul></ul><ul><ul><li>Expertise in building and leading teams </li></ul></ul>
    29. 29. Debate <ul><li>Team 1 </li></ul><ul><ul><li>Managers can be trained to be effective Leaders </li></ul></ul><ul><li>Team 2 </li></ul><ul><ul><li>Managers either have what it takes to be an effective leader or they don’t. If they don’t, they can’t be trained to be effective Leaders. </li></ul></ul>
    30. 30. How ready are you to assume the Leadership role? <ul><li>It is enjoyable having people count on me for ideas and suggestions. </li></ul><ul><li>It would be more accurate to say that I have inspired other people. </li></ul><ul><li>It’s good to ask people provocative questions about their job. </li></ul><ul><li>I like to cheer people up even when my spirits are down. </li></ul><ul><li>It is easy for me to compliment others. </li></ul>1- Strongly Disagree 2-Disagree 3-Neither agree or disagree 4-Agree 5-Strongly agree
    31. 31. How ready are you to assume the Leadership role? <ul><li>What my team accomplishes is more important than my personal glory. </li></ul><ul><li>Many people initiate my ideas. </li></ul><ul><li>Building team spirit is important to me. </li></ul><ul><li>I would enjoy coaching other members of the team. </li></ul><ul><li>It is important to meet to recognize others for their accomplishments. </li></ul><ul><li>I would enjoy entertaining visitors to my firm even if it interfered with my completing a report. </li></ul><ul><li>It would be fun for me to represent my team at gatherings outside our department </li></ul>1- Strongly Disagree 2-Disagree 3-Neither agree or disagree 4-Agree 5-Strongly agree
    32. 32. How ready are you to assume the Leadership role? <ul><li>The problems of my team mates are my problems too. </li></ul><ul><li>Resolving conflict is an activity I enjoy. </li></ul><ul><li>I would cooperate with another unit in the organization even if I disagreed with the position taken by its members. </li></ul><ul><li>I am an idea generator on the job. </li></ul><ul><li>It is fun for me to bargain whenever I have the opportunity. </li></ul><ul><li>Team members listen to me when I speak. </li></ul><ul><li>People have asked me to assume the Leadership of an activity several times in my life. </li></ul>1- Strongly Disagree 2-Disagree 3-Neither agree or disagree 4-Agree 5-Strongly agree
    33. 33. How ready are you to assume the Leadership role? <ul><li>I have always been a convincing person. </li></ul><ul><li>Norms for Interpreting the Total Score: </li></ul><ul><li>90-100 High readiness for the Leadership Role </li></ul><ul><li>60-89 Moderate readiness for leadership Role </li></ul><ul><li>40-59 Some uneasiness with Leadership Role </li></ul><ul><li>39 or Less Low readiness for the Leadership Role </li></ul>1- Strongly Disagree 2-Disagree 3-Neither agree or disagree 4-Agree 5-Strongly agree

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