The document discusses concepts of leadership including definitions, leadership vs management, leadership styles, qualities of effective leaders, and strategies for managing change and leading teams. It emphasizes that leadership involves influencing others towards accomplishing objectives through communication, power relations, and working with people. Effective leadership requires technical, human, and conceptual skills as well as qualities like courage, integrity, and determination.

1. BY
Dr. FLORENCE M. ITEGI
2018

2. LEADERSHIP CONCEPT
 Def; process of influencing and directing behaviour
of others towards accomplishment of set objectives
 It involves influence; leader affects and is affected by
followers
 Its an interactive process (leader Vs followers)
 Leadership occurs in groups

3. Cont.
 leaders initiates communication and maintains the
relationship.
 Leadership is about power relations, skills
perspective and an instrument for goal achievement
 Leaders stand up and pull the rest of us over the
horizon” James Fisher

4. Leadership and Management
 Leadership & management involves:
 Influence,
 Working with people
 Effective goal accomplishment

5. Leadership and Management
 Leadership & management involves:
 Influence,
 Working with people
 Effective goal accomplishment

6. Leadership starts with
Self Knowledge
It does not matter where
we are coming from
our potential is
enormous

7. The home

8. The school

9. Life Journey is an attitude
Factor

10. LEADERSHIP AND
MANAGEMENT AS
DIFFERENT
MANAGEMENT LEADERSHIP
Creates order & stability using rules
and procedures
Produces constructive change,
provides vision & sets strategies
for change
Establishes master routines,
organizational structure,
placements
Communicating goals, seeking
commitment, building teams &
coalitions
coordinating activities produce
goods & services
Developing mutual purpose &
working together with follower to
bring change
Managers are reactive and work
with subordinates to solve
problems with low emotional
involvement & limited choices
Leaders work with followers with
emotional involvement, inspiring,
empowering subordinates, meeting
their needs

11. Who is more important a
leader or a manager?
“Managers do
things right and
leaders do the
right things”
(1985, p. 221)

12. Leadership skills
Technical skills
 Possession of pecialized knowledge and expertise:
being proficient in procedures and techniques for
task accomplishment
Human skills
 Ability to work with people subordinates, peers
and superiors e.g. building co-operation within
teams and attitudes
 Communication with individuals and groups
 Creating an atmosphere of trust
 Employees feel comfortable, secure and
encouraged

13. Cont.
Conceptual skills
 Understanding their functions as leaders,
 Articulating vision and strategies to achieve it
 planning to steer organization to efficiency
 Dealing with abstractions and hypothetical
notions (the bigger picture).
 Shaping organizational policies &Managing
relationships

14. Leadership &power
 Referent power- influence leaders exercise
because people believe in their ideas e.g. movie
stars or military heroes.
 Reward power- ability to grant or withhold
rewards
 Coercive power- use of threats, punishment or
manipulating penalties

15. Leadership Roles
 Establishing the vision which is both challenging
& practical
 Communicating the vision showing how
significant it is & how it will add meaning to each
persons’ life and work
 Planning how to achieve the vision
 Establishing team spirit in the group
 Motivation & effective coordination

16. Cont.
 Gaining commitment of members i.e. Motivation
 Establishing participative decision making
culture
 Sets an example; People look at character and
behavior more than words & decide how to act

17. Qualities of effective
leaders
 Courage:to face problems & standing up to your
principles, without comprising
 Self Confidence:Self knowledge to work within
personal strengths and limitations, but willing to
seek others opinions,
 Integrity : Honesty and trustworthness.
Adhering set principles, taking responsibity,
being loyal & dependable.
 Interest: genuine and sympathetic, respect for
people but also firm

18. Cont.
 Humour: Sense of humour, at times an appropriate joke or
light remark, works to relax & motivate
 Determination:desire to get job done, initiative, persistence
and dominance when followers need direction.
 Being proactive with capacity to persevere in face of
obstacles.
 Intelligence:Verbal ability, perceptual and higher reasoning
capacity

19. Multiple Intelligences
Types of Intelligences:
i. Kinaesthetic - Body Smart
ii. Linguistic - Word Smart
iii. Logical - Number Smart
iv. Interpersonal - People Smart
v. Intrapersonal - Myself Smart
vi. Musical - Music Smart
vii. Visual/Spatial - Picture Smart
viii. Naturalistic - Nature Smart
ix. Emotional Intelligence- Ability to control own emotions

20. Cont.
What intelligences does
an effective leader
require?
Which ones do you
think you have and
which don’t you have?

21. Facets that makes a Leader
 OPEN: Known to the Self and is also known to
others
 BLIND: Known by others but unknown to self.
 HIDDEN : Know to Self Unknown to others
 UNKNOWN : Not known to Self and to others

22. Approaches to Leadership
i. Situational Approaches ;Contingency approaches]
ii. Charismatic; superior verbal skills, communicates
vision, motivates followers, inspire trust, confidence,
acceptance, obedience, emotional involvement,
affection, admiration and higher performance
iii. Transactional Leadership: effective and efficient
performance through reward system
iv. Transformational / Strategic: help organizations to
transform, grow and be more responsive to
changes in and outside the organization

23. Leadership styles
i. Autocratic leadership style: The leader makes
decision and requires followers to comply
ii. Democratic leadership style: The leadership
solicits input from subordinates
iii. Laissez faire: the leader makes no decisions,
subordinates have a high degree of independence
in their operations. They set their own goals and
means of achieving them

24. LEADERSHIP AND
CHANGE
WHAT IS CHANGE?

25. Concept of Change
 Change: Alteration, Advancement, Shift or
transformation
 Forces of change comes from the external
environment, within the organization or from
individuals.
 Change helps organizations to meet future
expectations or transit

26. Strategies to Enhance Co-
operation in Time of Change
 Education and communication
 Participation and involvement: Dialogues with to
people affected
 Facilitation and support: providing training and
other recourses
 Negotiating and reward: offering incentives
 Manipulation and cooptation: co-opting leaders of
resistant groups
 Explicit or implicit coercion: punishment or threats
to those resisting change

27. Need to Gather Support
 Leaders need critical mass for any change to ensure
necessary support whereby:
 20% rally behind the leader
 60% are not aware of the change
 20% are often opposed to the desired change
 After acquiring 20% as proponents it is good to go

28. Concept of Team
WHAT IS A TEAM?

29. LEADERSHIP IN TEAMS
Importance of teams
 Greater productivity
 More effective use of resources
 Better decisions and problem solving, Better
quality products and services
 Increased innovation and creativity

30. Functions of team leaders
 Help the group accomplish tasks or getting the
job done.
 Keep the group unified and functioning: solving
interpersonal problems & needs
 Help the group adjust to external environment

31. Who do you think is the team
leader & why?

32. Characteristics of effective
teams
 Clear elevating goal: easy to determine
performance
 Result driven structure that match the work
content to accomplish goals.
 Competent team members: with correct mix of
skills
 Unified commitment: Excellent teams have sense
of unity

33. Cont.
 Collaborative climate: honesty, openness,
consistency, and respect for members
 Standards of excellence: effective group norms,
rules or constitution
 External support and Recognition: external
Support, recognition for team accomplishment, and
tying rewards to teams

34. Different Roles in a Team

35. Working Together

36. Characteristics of effective
leaders
Keeps the team focused on the goals
Maintains a collaborative climate
Builds confidence among members
Demonstrates technical competence
Sets priorities
Manages performance

37. Pulling Together

38. Ineffective leadership
behavior
 Unwilling to confront inadequate performance
 Diluting team performance by too many
priorities,
 Overestimating positive aspects of team
performance

39. Stress Management Tips
 Avoid controllable stressors; set priorities
 Plan for major lifestyle changes; learn to
accept changes; manage your time, learn to
say No!
 Set limits; set realistic goals
 Improve communication
 Exercise; live healthy, recreation
 Eat and sleep enough

40. Set Your Limits

41. Positive Attitude

42. Signs of Great Leaders

43. Leadership starts with
Self Knowledge

44. TIME MANAGEMENT
 Concept of Time: A resource everyone has in equal
measure yet the most misused (12 of light and 12 of
darkness)
 Time management: Efficient use of time to
accomplish tasks
Strategies for time management
 Better planning- identify time wasters ( visitors,
procrastination, inability to say NO, Transport, phone
calls, Television, radio, social media, not getting
started, burn outs, meetings e.t.c

45. Cont.
 Prioritizing- make a list of things to do in a specific
time starting with most important
 Delegating tasks to give others a chance to learn
 Exercising control over your environment to avoid
being swept by crisis
 Understanding oneself/organizations' habits,,
mastering routines and attitudes requiring change

46. Cont.
 You don’t have as many days as the calendar, you
have as many days as you make use of

47. Benefits of effective Time
Management
 Making key decisions enhances
meeting targets
 Job Satisfaction
 Improved performance
 Reduces anxiety
 Helps to avoid crisis
 Better interpersonal relations

48. Looking for a job?
 A Good CV: Personal details
 Career Objective (something employer needs to
Know may be a career interest)
 Education & Qualifications (start with recent)
 Work experience (relating to job
description/person specification/ organization
related issues from website) and evidence

49. Soft Skills Employers
Look for
 Communication
 Ability to work in Teams
 Leadership
 Initiative/ innovation
 Problem Solving
 Numeracy
 Adaptability/ Flexibility
 Commitment & Motivation

50. Self Presentation for a Job
Interview
 Saleable presentation means paying
attention to details:
 Personality: Posture, smile, eye contact
 Belongings : clothing & accessories
and their choices, plain or easy mix
 Professional image: Smart fresh and
comfortable
Avoid slovency- messy

51. Personality:
Belongings
Professional
image
Non
Verbal
Interview

52. Cont.
Clean and neat grooming
Enthusiasm/Interested and relaxed
How to manage
A good night sleep the day before
Rehearse the art of being relaxed
and smiling

53. Job Related Issues
 Research about the organization: position,
products or services
 Self evaluation; strengths and weaknesses
 Preparing evidence/Resume; education,
awards, work samples, talents, and
experience
 Well arranged Documents in an
immaculate file

54. Logistics
Check travelling logistics to
report 15 mins earlier
Visit washrooms for final
touches
Fill in Application forms and
stay calm

55. What is assessed?
 Personality
 Attitude
 Articulate
 Competence in past job assignment
 Knowledge of the organization
 Ability to perform duties competently
 Career goals
 Ability to fit in the work place

56. Farewell
 Thank the panel for the time
 Ask when you might expect to know the
outcome
 Shake hands in farewell
 Ensure you have all your belongings
 Bid farewell to the receptionist on the
way out as “last impression”

57. Personal Branding
 Packaging oneself to stand out of crowd
 Articulating your unique value and leverage it with
consistent message and image
 It enhances recognition
 It makes the authentic you in person, paper and
online
 What people know you for, what you do and how you
do it
 Its possible to express this in your cv

58. MENTORING AND
COACHING
WHO IS A MENTOR
OR COACH?

59. Concept of Mentor/Coach
 Both involve someone of substantial
experience, talent or professional standing
and willing to nurture knowledge and
skills of less experienced followers or
workers
 Cultivating a sense of empowerment and
self confidence in career development

60. Cont.
 Mentoring: Helping and supporting people
to develop skills to increase their potential,
achieve life goals and become leaders
 Coaching: a collaborative, solution
focused and systematic process in which
the coach facilitates self directed work
performance and personal growth

61. Mentoring Models
Apprentice model; mentee observes the mentor and
learns.
competency model; mentee is given systematic
feedback about performance and progress.
Reflective model; mentor helps mentee become a
reflective practitioner through intentional, nurturing
and insightful process that provides a powerful
growth experience for mentor and mentee

62. Importance of
mentoring/Coaching
 Faster and more effective integration of new
employees
 Increased transfer of skills from generation to
another
 Increased productivity and performance
 Increased readiness to learn
 Increased commitment and motivation among
followers
 Creates learning organizations

63. Best practices in
mentoring & coaching
Agreed partnership, shared
experiences and interests
Helpful relationship based on mutual
trust & respect
Empathy, guidance and
encouragement
Mentee provided with opportunity to
discover their potential, build self

64. What

65. Characteristics of Effective
mentors/Coaches
Ability to relate to people; open
accepting personality, speaking &
listening skills
Interest in people; emotional
intelligence with greater
understanding of individuals & groups
Building relationships: being
approachable

66. Task
Identify one person who
has mentored you
What qualities did you
admire in this person?
What was your
experience like?

67. STRESS MANAGEMENT
WHAT IS STRESS?

68. Cont.
Stress; the way humans react physically and mentally
to changes, events or situations.
Types of stress:
i. Distress occur when one views a situation
negatively thus feels overwhelmed, oppressed or
out of control
ii. Eustress; having a positive view of an event or
situation which helps you to rise to the challenge
(good stress)

69. Cont.
 Reaction depends on ones’ perception & Personality
HOW DO YOU REACT
TO STRESSFUL
SITUATIONS?
Increased heart beat,
loss of appetite, sweat
etc

70. Food for thought!

71. Don’t Try This At Home

72. Individual Exercise
 Recall a situation that caused stress to you
 Write down your reaction
 Explore alternatives you would have to reduce level
of stress

73. HELPFUL TIPS
STRESS IS HARMFUL
L
LEARN HEALTHY
WAYS TO RELIEVE
STRSS?

74. Causes of Stress
Life events
Changing jobs
Change in family relations
(marriage, divorce)
Exposure to social life
Awareness of sexual identity/
orientation
Life after graduation(National

75. Symptoms of stress
Headaches
Gastrointestinal problems
Hypertension
Inability to focus
Sleep disturbance
Sweating palms/shaking hands
Anxiety

76. Stress Management
Techniques
 Avoid controllable stressors; set priorities
 Plan for major lifestyle changes; learn to accept
changes; manage your time, learn to say No!
 Set limits; set realistic goals
 Improve communication
 Exercise; live healthy, recreation
 Eat and sleep enough

77. Quote
A healthy relaxed, well
nourished body copes
with stress better!

78. Ethical Leadership theories
 Ethical egoism whereby individual’s act to create
the greatest good for the self
 Ethical utilitarianism aims to create the greatest
good for the greatest number
 Ethical Altruism, suggests that actions are moral if
their purpose show concern for best interests of
others

79. Principles of ethical
leadership
 Respect: approach them with unconditional
worth and valuable individual differences
 Service: place their followers’ welfare foremost
 Justice: treat subordinates in an equal manner
and fairness in their decisions
 Honesty : open with others and representing
reality as completely as is possible

80. Cont;
 Building community: they search for goals that are
compatible with everyone to benefit leaders and
followers

81. Leadership and Gender
issues
 Concept: While sex is biological gender is a
social construction with socially and culturally
prescribed roles for male and female
 NB Male and female are the core of the society &
are complementally

82. Gender Socialization Males and females are expected to behave
differently,
 Treated differently
 Valued differently but this has little to do with sex and
everything to do with gender (learned beliefs)
 Parents are the first teachers, They teach their
children gender roles as ‘boys and girls’

83. Cont.
 Male is masculine and valued as superior
 Female are feminine viewed as inferior
 prejudicial attitudes and discriminatory
behaviours have damaged individuals,
organizations and society
 Limits the ways people can contribute based on
their unique characteristics and talents rather
than gender bound roles

84. Cont.
 Gender influences responsibilities allocation,
decisions about career progress, resources,
salaries, power and authority
 At home that ultimately determines who
becomes a leader.

85. Why so few women leaders
reach the top?
 Absence from executive positions
 Inhospitable culture place women in lower and
middle management positions not available &
considered for top management.

86. Barriers to Women
Advancement
 Organizational barriers: Inhospitable corporate
culture, homophily, limited useful challenge, lack
of support and resources
 Interpersonal barriers: Supportive working
relationships, prejudice (masculinity), Mentor
relationship, discomfort with women leaders
 Personal barriers: information blackout inward
keeping nature

87. Cont.
 Unequal pay: men are viewed as bread winners
 Gender stereotypes: societies view men as rational
while women are dominated by emotions, stupid,
inadequate, illiterate or lacking capacity for
independent thinking; low intellectual abilities

88. Cont.
 Women portrayed as sexual objects or tools to
entertain men;
 Images of successful women are not common
but are lessons
 In text books girls to please their brothers and
fathers
 Boys engage in tasks that require independence
and confidence.

89. Cont
What’s better
Gender Equality or
Equity?

90. Equality vs. Equity
 Equality: men to be like women or vice versa.
Competing
 Equity: means fairness and justice in distribution
of benefits & responsibilities
 Equal contributions and enjoyment of
opportunities by women and men

91. Cont.
 Women carry the heavy burden of caring and
feeding the family
 Women in paid employment still have heavy
household responsibilities
 Gender based violence in and outside the family
 Women and girls (weapon of war),are rapped.

92. Prospects
 International conventions-Millennium Development Goals
(MDGs) aims “to promote equality and empower women”,
Share of women in wage employment
Vision 2030: strategic plan to guide
national development
leaders in all sectors to audit
development projects including
women
One third of parliamentarians to be
women,

93. Cont.
Include women in development
programs, relieve them daily
struggles to take alternative
work.
Gender sensitivity to
recognize different interests of
men and women

94. Gender Inclusion for
Sustainable Development
NATION
COMMUNITY
FAMILY
GENDER
EQUITY