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Developing
                    Leadership
                       Skills


www.exploreHR.org            1
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www.exploreHR.org                                           2
Contents
       1. Six Trait of Effective Leaders
       2. Managerial Grid of Leaders
       3. Contingency Model of Leadership
       4. Elements of High Performing Leaders
          • Leader as Vision Creator
          •   Leader as Team Builder
          •   Leader as Task Allocator
          •   Leader as People Developer
          •   Leader as Motivation Stimulator




www.exploreHR.org                               3
Six Key Traits of
                    Effective Leaders




www.exploreHR.org                   4
What is Leadership ?

       A leader articulates and embodies a vision and
       goals, and enables others to share and achieve
       them




       Leadership is a state of mind….leadership is
       about vision, spirit, and character; getting
       diverse individuals to work together as a team



www.exploreHR.org                                       5
Six Traits of Leaders


           Drive    Desire to        Integrity
                     Lead




         Self-      Intelligence   Job-relevant
       Confidence                   Knowledge




www.exploreHR.org                                 6
Six Traits of Leaders
                    Leaders exhibit a high effort level. They
         Drive      have a relatively high desire for
                    achievement, have a lot of energy, show
                    initiative, and they’re persistent in their
                    activities


                    Leaders have a strong desire to influence
       Desire to    and lead others, they demonstrate the
        Lead        willingness to take responsibility




www.exploreHR.org                                                 7
Six Traits of Leaders
                    Leaders build trusting relationship between
        Integrity   themselves and followers by being truthful
                    and by showing consistency between word
                    and deed



                    Followers look to leaders for an absence of
        Self-       self-doubt. Leaders, therefore, need to
      Confidence    show self-confidence in order to convince
                    followers of the rightness of goals and
                    decisions

www.exploreHR.org                                                 8
Six Traits of Leaders
                      Leaders need to be intelligent enough to
       Intelligence   gather, synthesize, and interpret large
                      amounts of information; and to be able
                      create visions, solve problem, and make
                      correct decisions


                      Effective leaders have a high degree of
         Job-
                      knowledge about the company, industry,
       Relevant
                      and technical matters. In-depth knowledge
      Knowledge
                      allows leaders to make well-informed
                      decisions and to understand the
                      implications of those decisions.
www.exploreHR.org                                                 9
Managerial Grid of Leaders

            9    1.9. Country Club
                1.9. Country Club                           9.9. Team
                                                           9.9. Team
                   Management
                   Management                             Management
                                                          Management




 Concern                             5.5. Middle of the
                                    5.5. Middle of the
    for    5                       Road Management
                                   Road Management
  People


                     1.1. Impoverished                      9.1. Task
                                                           9.1. Task
                    1.1. Impoverished
                        Management                        Management
                                                          Management
                       Management
            1

                1                        5                 9
                              Concern for Tasks
www.exploreHR.org                                                       10
Managerial Grid of Leaders

      1.9. Country Club   The leaders focuses on being supportive
                          The leaders focuses on being supportive
        Management        and considerate of employee to the
                          and considerate of employee to the
                          exclusion of concern for task efficiency
                          exclusion of concern for task efficiency




          9.1. Task       The leaders concentrates on task
                          The leaders concentrates on task
         Management       efficiency but shows little concern for the
                          efficiency but shows little concern for the
                          development and morale of employee
                          development and morale of employee




www.exploreHR.org                                                       11
Managerial Grid of Leaders

         9.9. Team         The leader facilitates task efficiency and
                          The leader facilitates task efficiency and
        Management         high morale by coordinating and
                          high morale by coordinating and
                           integrating work-related activities
                          integrating work-related activities




      1.1. Impoverished   The leaders exerts minimum of effort to
                          The leaders exerts minimum of effort to
         Management       accomplish the work
                          accomplish the work




www.exploreHR.org                                                       12
Contingency Model of Leadership

                       Environmental Contingency Factor
                        Environmental Contingency Factor
                       •• Task Structure
                            Task Structure
                       •• Formal Authority System
                            Formal Authority System
                       •• Work Group
                            Work Group
    Leader Behavior
    •  Directive
                                                      Outcomes
    •  Supportive
                                                      •  Performance
    •  Participative
                                                      •  Satisfaction
    •  Achievement
       Oriented
                       Employee Contingency Factor
                        Employee Contingency Factor
                       •• Locus of Control
                           Locus of Control
                       •• Experience
                           Experience
                       •• Perceived Ability
                           Perceived Ability
www.exploreHR.org                                                       13
Contingency Model of Leadership
                    •   Lead to greater satisfaction when tasks are
                        ambiguous and stressful than when they’re
                        highly structured and well laid out
                    •   Will lead to higher employee satisfaction
    Directive           when there’s substantive conflict within
     Leaders            work group
                    •   Will satisfy employees with an external
                        locus of control
                    •   Are likely to be perceived as redundant
                        among employees with high perceived
                        ability or with considerable experience
www.exploreHR.org                                                     14
Contingency Model of Leadership
                    •   Creates high employee performance and
   Supportive           satisfaction when employees are
    Leaders             performing structured tasks
                    •   Are needed when the formal authority
                        relationships are clear and bureaucratic




www.exploreHR.org                                                  15
Contingency Model of Leadership


   Participative    •   Will satisfy employees with internal locus of
     Leaders            control (those who believe they can control
                        their own destiny)




    Achievement     •   Will increase employees’ expectancies that
      Oriented          effort will lead to high performance when
      Leaders           tasks are ambiguously structured


www.exploreHR.org                                                       16
Elements of High Performing Leadership


                      High Performing
       Leader as        Leadership       Leader as Team
     Vision Creator                          Builder



      Leader as          Leader as         Leader as
    Tasks Allocator   People Developer     Motivation
                                           Stimulator



www.exploreHR.org                                         17
Leader as
                    Vision Creator




www.exploreHR.org                18
Leader as Vision Creator

                                            Monitoring
       Creating     Setting   Developing    Action
       Vision       Goals     Action Plan   Plan
                                            Execution




www.exploreHR.org                                        19
Leader as Vision Creator

                           "What is our vision for the team/organization
       Creating
                           — where should the team be headed, what
       Vision
                           kind of team/organization do we want to
                           become?"


            Analysis of external
            opportunities and
            threats

            Analysis of internal
            capabilities and areas
            for improvement
www.exploreHR.org                                                          20
Leader as Vision Creator

                    •   The purpose of setting goals is to
       Setting          convert managerial statements of
       Goals            team vision into specific performance
                        targets — results and outcomes the
                        team wants to achieve.
                    •   Setting objectives and then
                        measuring whether they are
                        achieved or not help managers track
                        an team's progress.



www.exploreHR.org                                               21
Four Characteristics of Goal Setting
                    •   Increasing your employees' goal difficulty
         Goal           increases their challenges and enhances the
       Difficulty       amount of effort expended to achieve them
                    •   The more difficult goals lead to increased
                        performance if they seem feasible


                    •   When given specific goals, employees tend to
         Goal
                        perform higher
        Specifity   •   Telling them to do their best or giving no
                        guidance increases ambiguity about what is
                        expected


www.exploreHR.org                                                      22
Four Characteristics of Goal Setting
                      •   Providing feedback enhances the effects of
       Feedback           goal setting
                      •   Performance feedback keeps their behavior
                          directed on the right target and encourages
                          them to work harder to achieve the goal


                      •   Employees who participate in the process,
      Participation
        in Goal           generally set higher goals than if the goals
        Setting           were set for them
                      •   It also affects their belief that the goals are
                          obtainable and increases their motivation to
                          achieve them

www.exploreHR.org                                                           23
Leader as Vision Creator

                     •   Action plan are the means for accomplishing
                         objectives
       Developing
       Action Plan   •   Action plan must be concrete, measurable
                         events that must occur
                     •   Plan also establishes a priority for the tasks
                     •   Since many tasks must be accomplished
                         before another can begin, establishing
                         priorities helps your team to determine the
                         order in which the tasks must be
                         accomplished and by what date.




www.exploreHR.org                                                         24
Leader as Vision Creator

                     •   The final step is to follow up, measure, and
       Monitoring        check to see if the team is doing what is
       Action Plan       required.
       Execution     •   This kind of leader involvement validates that
                         the stated priorities are worthy of action.
                     •   For the leader it demonstrates her
                         commitment to see the matter through to a
                         successful conclusion.




www.exploreHR.org                                                         25
Leader as
                    Team Builder




www.exploreHR.org              26
Leader as Team Builder

     Effective Leaders                          Great Team
     develop and
     nurture……



       •   Clear Goals         •   Team identity and
                                   spirit
       •   Clear measures of
           performance         •   Sense of fun and
                                   enjoyment
       •   Clear job roles
                               •   Open and honest
                                   communication

                Task
                Task                   People
                                       People
www.exploreHR.org                                            27
Leader as Team Builder

                         Cultivate a cohesive team
                         Cultivate a cohesive team


                       Promote team problem solving
                       Promote team problem solving


       Leader as         Be loyal to your members
                         Be loyal to your members
      Team Builder

                     Help your members to manage and
                     Help your members to manage and
                          learn from their challenges
                         learn from their challenges

                         Care about your members
                         Care about your members


www.exploreHR.org                                       28
Leader as Team Builder

          Cultivate a
         Cultivate a    •   Know when to step in and when to
        cohesive team
       cohesive team        stay out of team conflicts.
                        •   Plan occasional team events that
                            let people get together without the
                            pressures of work.




www.exploreHR.org                                                 29
Leader as Team Builder

       Promote team
       Promote team   •   Be accessible for consultation with
          problem
          problem         your employees if problems arise,
           solving
          solving
                          but don't micromanage.

                      •   Establish a guideline that whenever
                          employees bring you a problem,
                          they are expected to also bring you
                          at least one possible solution.




www.exploreHR.org                                               30
Leader as Team Builder

      Be loyal to your
      Be loyal to your   •   Be the voice of your team at the
        team member
       team member           management table.

                         •   Share the credit with your team for
                             its achievements and ensure that
                             those above you know about its
                             successes.

                         •   Don't publicly point a finger when
                             something goes wrong.



www.exploreHR.org                                                  31
Leader as Team Builder

           Help your
          Help your       •   Find out what gets in the way of
         members to
        members to            their doing their best.
         manage and
        manage and
       learn from their
      learn from their    •   Delegate, but don't abdicate.
          challenges
         challenges




www.exploreHR.org                                                32
Leader as Team Builder

      Care about your
      Care about your   •   Make small talk with your
         members
         members            employees when the opportunity
                            presents itself.

                        •   Greet employees by name when
                            you make first contact each day.

                        •   Be a positive, encouraging force.




www.exploreHR.org                                               33
Leader as
                    Tasks Allocator




www.exploreHR.org                 34
Leader as Tasks Allocator
      Leaders get things done through people……..


                                   Tasks


                                                             Result
       Leaders


                                   People



     Effective leaders, therefore, need to understand the value of
     allocating tasks or delegating and know how to do it
www.exploreHR.org                                                     35
Leader as Tasks Allocator

                    •   The assignment of authority to
      Delegation
                        another person to carry out specific
                        activities.

                    •   It allows a employee to make
                        decisions – that is, it’s a shift of
                        decision making authority from one
                        organizational level to another lower
                        one.




www.exploreHR.org                                               36
Leader as Tasks Allocator

                    •   Recurring and routine tasks
        What to
                    •   Tasks that would increase or
        delegate
                        develop an employee’s skills or
                        knowledge

                    •   Occasional duties or tasks

                    •   Tasks I do that are in someone’s
                        area of expertise or interest



www.exploreHR.org                                          37
Leader as Tasks Allocator

                    •   A person who is already able and
         Who to         willing to take on responsibility for
        delegate        doing a task
           to
                    •   A person who wants to learn the
                        task in order to develop or extend
                        their skills

                    •   A person who wants to make their
                        job more interesting and challenging


www.exploreHR.org                                               38
Steps to Delegate Effectively

                     Specify the
       Clarify the
                     Employee’s
       Assignment
                     Range of
                     Discretion


                                   Inform         Monitor
                     Allow the
                                   Others that    Results
                     Employee to
                                   Delegation
                     Participate
                                   has Occurred




www.exploreHR.org                                           39
Steps to Delegate Effectively

                     •   It’s your responsibility to provide clear
       Clarify the
       Assignment
                         information on what is being
                         delegated, the results you expect, and
                         any time or performance expectations
                         you hold.




www.exploreHR.org                                                    40
Steps to Delegate Effectively

                     •   Every act of delegation comes with
       Specify the
       employee’s        constrains.
       Range of
                     •   You need to specify what those
       Discretion
                         parameters are so that employees
                         know, in no uncertain terms, the range
                         of their discretion.




www.exploreHR.org                                             41
Steps to Delegate Effectively

                     •   One of the best way to decide how
       Allow the
       employee to       much authority will be necessary to
       Participate       accomplish a task is to allow the
                         employee to participate in that
                         decision.




www.exploreHR.org                                              42
Steps to Delegate Effectively

       Inform         •   You need to inform the employee’s
       Others that        colleagues, other supervisors, or
       Delegation
                          senior managers, that you have
       has Occurred
                          delegated a particular task or duty to
                          someone else.

                      •   Let them know, too, that you have
                          complete confidence in the
                          employee’s ability to succeed in the
                          task.


www.exploreHR.org                                                  43
Steps to Delegate Effectively

       Monitor      •   Monitoring allows you to make any
       Results          necessary adjustments to the way the
                        task is being done.




www.exploreHR.org                                              44
Leader as
                    People Developer




www.exploreHR.org                  45
Leader as People Developer


              Leadership is about developing
                  leaders, not followers


          Leadership is about creating a legacy,
          one that will propel the organization to
          new levels of success even when the
                   leader has moved on

www.exploreHR.org                                    46
Leader as People Developer


         Leader


                          Employee
                       Development and
                        Learning Plan


        Employee




www.exploreHR.org                        47
Leader as People Developer

                    •   An Employee Development and
     Employee
    Development         Learning Plan is a formal contract
    and Learning        between a leader and an employee
        Plan            that identifies specific development
                        activities that link the employee's
                        interests and skills to organizational
                        needs.




www.exploreHR.org                                                48
Leader as People Developer
                    •   The plan is the outcome of one or
     Employee           more discussion sessions that
    Development
                        address:
    and Learning
        Plan        •   the employee's and manager's
                        perspective on the employee's
                        effectiveness in her current role
                    •   mutual suggestions for increasing
                        impact in the current role




www.exploreHR.org                                           49
Leader as People Developer
                    •   Things to consider in designing
     Employee
                        Development Plan :
    Development
    and Learning    •   Identify the core competencies for
        Plan
                        every level of employee in the
                        organization.

                    •   Understands that each person learns
                        differently and that employees need to
                        have tailored learning plans that suit
                        their learning styles.


www.exploreHR.org                                                50
Leader as People Developer

                    Employees benefit because they can :
     Employee
    Development     •   reflect on and communicate their own
    and Learning        interests, skills, and achievements to their
        Plan            managers
                    •   volunteer for participation in satisfying
                        assignments, special projects, and learning
                        activities
                    •   relate personal goals to the bigger picture of
                        the organization's long-term business plan
                    •   seek feedback about specific development
                        needs and interests

www.exploreHR.org                                                        51
Leader as People Developer

                        Managers benefit because they can:
     Employee
    Development     •   share the responsibility for developmental
    and Learning        planning with employees rather than
        Plan            assuming full responsibility
                    •   get a clearer picture of employees' interests
                        and goals and relate those interests to new
                        tasks and assignments
                    •   energize and retain employees by providing
                        new challenges in their current roles as well
                        as preparing them for other roles



www.exploreHR.org                                                       52
Leader as
                    Motivation Stimulator




www.exploreHR.org                       53
Leader as Motivation Stimulator


        Leaders establish the vision for the future and set
         the strategy for getting there; they motivate and
             inspire others to go in the right direction


         Motivation = the willingness to exert high level
             of effort to reach organizational goals




www.exploreHR.org                                             54
Leader as Motivation Stimulator


                       Collaboration




      Three C’s of
                          Content
       Motivation




                          Choice


www.exploreHR.org                      55
Leader as Motivation Stimulator
                       People feel more motivated to work hard
       Collaboration   when they’re inspired to cooperate, when
                       they have an opportunity to help one another
                       succeed

                       People feel more motivated to work hard
          Content      when they understand how their work add
                       value to the organization



                       People feel more motivated to work hard
          Choice       when they feel empowered to make decisions
                       about their work
www.exploreHR.org                                                     56
Leader as Motivation Stimulator


                       Inspire by Example

         Leader as
         Motivation
         Stimulator
                           Create and
                      communicate a clear
                       vision of the goals




www.exploreHR.org                            57
Leader as Motivation Stimulator

                     •   Be clear and enthusiastic about your own
        Inspire by       life purpose and goals.
         Example
                     •   The most inspiring leaders are
                         themselves inspired and excited about
                         the purpose of their lives or their
                         missions.

                     •   Sharing your excitement is often a
                         catalyst for others to join in the pursuit of
                         that mission or to find their own, equally
                         inspiring purposes.

www.exploreHR.org                                                        58
Leader as Motivation Stimulator

                     •   Share stories from your own experience.
        Inspire by
                     •   People who capture the hearts of others
         Example
                         and leave them feeling uplifted often do
                         so by sharing stories about their own
                         struggles, mistakes, and life lessons.

                     •   Be willing to share the human, fallible
                         side of your life experience rather than
                         trying to maintain the image of a perfect
                         leader who never has doubts or
                         struggles.

www.exploreHR.org                                                    59
Leader as Motivation Stimulator

                     •   Focus on the dreams and goals of
        Inspire by       others.
         Example
                     •   Get to know your employees and other
                         people with whom you regularly interact.
                         Find out what they want to achieve.




www.exploreHR.org                                                   60
Leader as Motivation Stimulator

        Create and      •   Ensure that you are clear about the goals
       communicate          that have been assigned to your team by
       a clear vision       management above you. Communicate
        of the goals        these goals to your people and listen
                            carefully to their feedback.

                        •   Have the team develop plans for achieving
                            these goals. Ensure that everyone has an
                            opportunity to participate and contribute to
                            the plan, which will encourage buy-in by all
                            members.


www.exploreHR.org                                                          61
Leader as Motivation Stimulator

        Create and      •   Help others to bring out the best in
       communicate          themselves. Identify the unique talents
       a clear vision
                            and abilities of your employees and
        of the goals
                            ensure that they understand how they
                            can contribute to the overall plan and
                            vision.

                        •   Keep the vision front and center. When
                            things seem to be going off track and
                            people are losing their focus, remind
                            the team of what they are working
                            toward.
www.exploreHR.org                                                     62
References/Recommended Further Readings:

      1. Stephen Robbins and Mary Coultar, Management, Prentice Hall
         International. You can obtain this excellent book at this link:
           http://www.amazon.com/Management-Stephen-P-Robbins/dp/053697537X/ref=sr_1_3?ie=UTF8&s



      2.   Bryn Hughes, The Leader's Tool Kit: Hundreds of Tips and
           Techniques for Developing the Skills You Need, Kingsway
           Communications. You can obtain this excellent book at this link:
           http://www.amazon.com/Leaders-Tool-Kit-Techniques-Developing/dp/0814408478/ref=sr_1_1?ie=U




www.exploreHR.org                                                                              63
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Developing leadership skills

  • 1. Developing Leadership Skills www.exploreHR.org 1
  • 2. You can download this brilliant presentation at: www.exploreHR.org Visit www.exploreHR.org for more presentations on HR management and management skills www.exploreHR.org 2
  • 3. Contents 1. Six Trait of Effective Leaders 2. Managerial Grid of Leaders 3. Contingency Model of Leadership 4. Elements of High Performing Leaders • Leader as Vision Creator • Leader as Team Builder • Leader as Task Allocator • Leader as People Developer • Leader as Motivation Stimulator www.exploreHR.org 3
  • 4. Six Key Traits of Effective Leaders www.exploreHR.org 4
  • 5. What is Leadership ? A leader articulates and embodies a vision and goals, and enables others to share and achieve them Leadership is a state of mind….leadership is about vision, spirit, and character; getting diverse individuals to work together as a team www.exploreHR.org 5
  • 6. Six Traits of Leaders Drive Desire to Integrity Lead Self- Intelligence Job-relevant Confidence Knowledge www.exploreHR.org 6
  • 7. Six Traits of Leaders Leaders exhibit a high effort level. They Drive have a relatively high desire for achievement, have a lot of energy, show initiative, and they’re persistent in their activities Leaders have a strong desire to influence Desire to and lead others, they demonstrate the Lead willingness to take responsibility www.exploreHR.org 7
  • 8. Six Traits of Leaders Leaders build trusting relationship between Integrity themselves and followers by being truthful and by showing consistency between word and deed Followers look to leaders for an absence of Self- self-doubt. Leaders, therefore, need to Confidence show self-confidence in order to convince followers of the rightness of goals and decisions www.exploreHR.org 8
  • 9. Six Traits of Leaders Leaders need to be intelligent enough to Intelligence gather, synthesize, and interpret large amounts of information; and to be able create visions, solve problem, and make correct decisions Effective leaders have a high degree of Job- knowledge about the company, industry, Relevant and technical matters. In-depth knowledge Knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions. www.exploreHR.org 9
  • 10. Managerial Grid of Leaders 9 1.9. Country Club 1.9. Country Club 9.9. Team 9.9. Team Management Management Management Management Concern 5.5. Middle of the 5.5. Middle of the for 5 Road Management Road Management People 1.1. Impoverished 9.1. Task 9.1. Task 1.1. Impoverished Management Management Management Management 1 1 5 9 Concern for Tasks www.exploreHR.org 10
  • 11. Managerial Grid of Leaders 1.9. Country Club The leaders focuses on being supportive The leaders focuses on being supportive Management and considerate of employee to the and considerate of employee to the exclusion of concern for task efficiency exclusion of concern for task efficiency 9.1. Task The leaders concentrates on task The leaders concentrates on task Management efficiency but shows little concern for the efficiency but shows little concern for the development and morale of employee development and morale of employee www.exploreHR.org 11
  • 12. Managerial Grid of Leaders 9.9. Team The leader facilitates task efficiency and The leader facilitates task efficiency and Management high morale by coordinating and high morale by coordinating and integrating work-related activities integrating work-related activities 1.1. Impoverished The leaders exerts minimum of effort to The leaders exerts minimum of effort to Management accomplish the work accomplish the work www.exploreHR.org 12
  • 13. Contingency Model of Leadership Environmental Contingency Factor Environmental Contingency Factor •• Task Structure Task Structure •• Formal Authority System Formal Authority System •• Work Group Work Group Leader Behavior • Directive Outcomes • Supportive • Performance • Participative • Satisfaction • Achievement Oriented Employee Contingency Factor Employee Contingency Factor •• Locus of Control Locus of Control •• Experience Experience •• Perceived Ability Perceived Ability www.exploreHR.org 13
  • 14. Contingency Model of Leadership • Lead to greater satisfaction when tasks are ambiguous and stressful than when they’re highly structured and well laid out • Will lead to higher employee satisfaction Directive when there’s substantive conflict within Leaders work group • Will satisfy employees with an external locus of control • Are likely to be perceived as redundant among employees with high perceived ability or with considerable experience www.exploreHR.org 14
  • 15. Contingency Model of Leadership • Creates high employee performance and Supportive satisfaction when employees are Leaders performing structured tasks • Are needed when the formal authority relationships are clear and bureaucratic www.exploreHR.org 15
  • 16. Contingency Model of Leadership Participative • Will satisfy employees with internal locus of Leaders control (those who believe they can control their own destiny) Achievement • Will increase employees’ expectancies that Oriented effort will lead to high performance when Leaders tasks are ambiguously structured www.exploreHR.org 16
  • 17. Elements of High Performing Leadership High Performing Leader as Leadership Leader as Team Vision Creator Builder Leader as Leader as Leader as Tasks Allocator People Developer Motivation Stimulator www.exploreHR.org 17
  • 18. Leader as Vision Creator www.exploreHR.org 18
  • 19. Leader as Vision Creator Monitoring Creating Setting Developing Action Vision Goals Action Plan Plan Execution www.exploreHR.org 19
  • 20. Leader as Vision Creator "What is our vision for the team/organization Creating — where should the team be headed, what Vision kind of team/organization do we want to become?" Analysis of external opportunities and threats Analysis of internal capabilities and areas for improvement www.exploreHR.org 20
  • 21. Leader as Vision Creator • The purpose of setting goals is to Setting convert managerial statements of Goals team vision into specific performance targets — results and outcomes the team wants to achieve. • Setting objectives and then measuring whether they are achieved or not help managers track an team's progress. www.exploreHR.org 21
  • 22. Four Characteristics of Goal Setting • Increasing your employees' goal difficulty Goal increases their challenges and enhances the Difficulty amount of effort expended to achieve them • The more difficult goals lead to increased performance if they seem feasible • When given specific goals, employees tend to Goal perform higher Specifity • Telling them to do their best or giving no guidance increases ambiguity about what is expected www.exploreHR.org 22
  • 23. Four Characteristics of Goal Setting • Providing feedback enhances the effects of Feedback goal setting • Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal • Employees who participate in the process, Participation in Goal generally set higher goals than if the goals Setting were set for them • It also affects their belief that the goals are obtainable and increases their motivation to achieve them www.exploreHR.org 23
  • 24. Leader as Vision Creator • Action plan are the means for accomplishing objectives Developing Action Plan • Action plan must be concrete, measurable events that must occur • Plan also establishes a priority for the tasks • Since many tasks must be accomplished before another can begin, establishing priorities helps your team to determine the order in which the tasks must be accomplished and by what date. www.exploreHR.org 24
  • 25. Leader as Vision Creator • The final step is to follow up, measure, and Monitoring check to see if the team is doing what is Action Plan required. Execution • This kind of leader involvement validates that the stated priorities are worthy of action. • For the leader it demonstrates her commitment to see the matter through to a successful conclusion. www.exploreHR.org 25
  • 26. Leader as Team Builder www.exploreHR.org 26
  • 27. Leader as Team Builder Effective Leaders Great Team develop and nurture…… • Clear Goals • Team identity and spirit • Clear measures of performance • Sense of fun and enjoyment • Clear job roles • Open and honest communication Task Task People People www.exploreHR.org 27
  • 28. Leader as Team Builder Cultivate a cohesive team Cultivate a cohesive team Promote team problem solving Promote team problem solving Leader as Be loyal to your members Be loyal to your members Team Builder Help your members to manage and Help your members to manage and learn from their challenges learn from their challenges Care about your members Care about your members www.exploreHR.org 28
  • 29. Leader as Team Builder Cultivate a Cultivate a • Know when to step in and when to cohesive team cohesive team stay out of team conflicts. • Plan occasional team events that let people get together without the pressures of work. www.exploreHR.org 29
  • 30. Leader as Team Builder Promote team Promote team • Be accessible for consultation with problem problem your employees if problems arise, solving solving but don't micromanage. • Establish a guideline that whenever employees bring you a problem, they are expected to also bring you at least one possible solution. www.exploreHR.org 30
  • 31. Leader as Team Builder Be loyal to your Be loyal to your • Be the voice of your team at the team member team member management table. • Share the credit with your team for its achievements and ensure that those above you know about its successes. • Don't publicly point a finger when something goes wrong. www.exploreHR.org 31
  • 32. Leader as Team Builder Help your Help your • Find out what gets in the way of members to members to their doing their best. manage and manage and learn from their learn from their • Delegate, but don't abdicate. challenges challenges www.exploreHR.org 32
  • 33. Leader as Team Builder Care about your Care about your • Make small talk with your members members employees when the opportunity presents itself. • Greet employees by name when you make first contact each day. • Be a positive, encouraging force. www.exploreHR.org 33
  • 34. Leader as Tasks Allocator www.exploreHR.org 34
  • 35. Leader as Tasks Allocator Leaders get things done through people…….. Tasks Result Leaders People Effective leaders, therefore, need to understand the value of allocating tasks or delegating and know how to do it www.exploreHR.org 35
  • 36. Leader as Tasks Allocator • The assignment of authority to Delegation another person to carry out specific activities. • It allows a employee to make decisions – that is, it’s a shift of decision making authority from one organizational level to another lower one. www.exploreHR.org 36
  • 37. Leader as Tasks Allocator • Recurring and routine tasks What to • Tasks that would increase or delegate develop an employee’s skills or knowledge • Occasional duties or tasks • Tasks I do that are in someone’s area of expertise or interest www.exploreHR.org 37
  • 38. Leader as Tasks Allocator • A person who is already able and Who to willing to take on responsibility for delegate doing a task to • A person who wants to learn the task in order to develop or extend their skills • A person who wants to make their job more interesting and challenging www.exploreHR.org 38
  • 39. Steps to Delegate Effectively Specify the Clarify the Employee’s Assignment Range of Discretion Inform Monitor Allow the Others that Results Employee to Delegation Participate has Occurred www.exploreHR.org 39
  • 40. Steps to Delegate Effectively • It’s your responsibility to provide clear Clarify the Assignment information on what is being delegated, the results you expect, and any time or performance expectations you hold. www.exploreHR.org 40
  • 41. Steps to Delegate Effectively • Every act of delegation comes with Specify the employee’s constrains. Range of • You need to specify what those Discretion parameters are so that employees know, in no uncertain terms, the range of their discretion. www.exploreHR.org 41
  • 42. Steps to Delegate Effectively • One of the best way to decide how Allow the employee to much authority will be necessary to Participate accomplish a task is to allow the employee to participate in that decision. www.exploreHR.org 42
  • 43. Steps to Delegate Effectively Inform • You need to inform the employee’s Others that colleagues, other supervisors, or Delegation senior managers, that you have has Occurred delegated a particular task or duty to someone else. • Let them know, too, that you have complete confidence in the employee’s ability to succeed in the task. www.exploreHR.org 43
  • 44. Steps to Delegate Effectively Monitor • Monitoring allows you to make any Results necessary adjustments to the way the task is being done. www.exploreHR.org 44
  • 45. Leader as People Developer www.exploreHR.org 45
  • 46. Leader as People Developer Leadership is about developing leaders, not followers Leadership is about creating a legacy, one that will propel the organization to new levels of success even when the leader has moved on www.exploreHR.org 46
  • 47. Leader as People Developer Leader Employee Development and Learning Plan Employee www.exploreHR.org 47
  • 48. Leader as People Developer • An Employee Development and Employee Development Learning Plan is a formal contract and Learning between a leader and an employee Plan that identifies specific development activities that link the employee's interests and skills to organizational needs. www.exploreHR.org 48
  • 49. Leader as People Developer • The plan is the outcome of one or Employee more discussion sessions that Development address: and Learning Plan • the employee's and manager's perspective on the employee's effectiveness in her current role • mutual suggestions for increasing impact in the current role www.exploreHR.org 49
  • 50. Leader as People Developer • Things to consider in designing Employee Development Plan : Development and Learning • Identify the core competencies for Plan every level of employee in the organization. • Understands that each person learns differently and that employees need to have tailored learning plans that suit their learning styles. www.exploreHR.org 50
  • 51. Leader as People Developer Employees benefit because they can : Employee Development • reflect on and communicate their own and Learning interests, skills, and achievements to their Plan managers • volunteer for participation in satisfying assignments, special projects, and learning activities • relate personal goals to the bigger picture of the organization's long-term business plan • seek feedback about specific development needs and interests www.exploreHR.org 51
  • 52. Leader as People Developer Managers benefit because they can: Employee Development • share the responsibility for developmental and Learning planning with employees rather than Plan assuming full responsibility • get a clearer picture of employees' interests and goals and relate those interests to new tasks and assignments • energize and retain employees by providing new challenges in their current roles as well as preparing them for other roles www.exploreHR.org 52
  • 53. Leader as Motivation Stimulator www.exploreHR.org 53
  • 54. Leader as Motivation Stimulator Leaders establish the vision for the future and set the strategy for getting there; they motivate and inspire others to go in the right direction Motivation = the willingness to exert high level of effort to reach organizational goals www.exploreHR.org 54
  • 55. Leader as Motivation Stimulator Collaboration Three C’s of Content Motivation Choice www.exploreHR.org 55
  • 56. Leader as Motivation Stimulator People feel more motivated to work hard Collaboration when they’re inspired to cooperate, when they have an opportunity to help one another succeed People feel more motivated to work hard Content when they understand how their work add value to the organization People feel more motivated to work hard Choice when they feel empowered to make decisions about their work www.exploreHR.org 56
  • 57. Leader as Motivation Stimulator Inspire by Example Leader as Motivation Stimulator Create and communicate a clear vision of the goals www.exploreHR.org 57
  • 58. Leader as Motivation Stimulator • Be clear and enthusiastic about your own Inspire by life purpose and goals. Example • The most inspiring leaders are themselves inspired and excited about the purpose of their lives or their missions. • Sharing your excitement is often a catalyst for others to join in the pursuit of that mission or to find their own, equally inspiring purposes. www.exploreHR.org 58
  • 59. Leader as Motivation Stimulator • Share stories from your own experience. Inspire by • People who capture the hearts of others Example and leave them feeling uplifted often do so by sharing stories about their own struggles, mistakes, and life lessons. • Be willing to share the human, fallible side of your life experience rather than trying to maintain the image of a perfect leader who never has doubts or struggles. www.exploreHR.org 59
  • 60. Leader as Motivation Stimulator • Focus on the dreams and goals of Inspire by others. Example • Get to know your employees and other people with whom you regularly interact. Find out what they want to achieve. www.exploreHR.org 60
  • 61. Leader as Motivation Stimulator Create and • Ensure that you are clear about the goals communicate that have been assigned to your team by a clear vision management above you. Communicate of the goals these goals to your people and listen carefully to their feedback. • Have the team develop plans for achieving these goals. Ensure that everyone has an opportunity to participate and contribute to the plan, which will encourage buy-in by all members. www.exploreHR.org 61
  • 62. Leader as Motivation Stimulator Create and • Help others to bring out the best in communicate themselves. Identify the unique talents a clear vision and abilities of your employees and of the goals ensure that they understand how they can contribute to the overall plan and vision. • Keep the vision front and center. When things seem to be going off track and people are losing their focus, remind the team of what they are working toward. www.exploreHR.org 62
  • 63. References/Recommended Further Readings: 1. Stephen Robbins and Mary Coultar, Management, Prentice Hall International. You can obtain this excellent book at this link: http://www.amazon.com/Management-Stephen-P-Robbins/dp/053697537X/ref=sr_1_3?ie=UTF8&s 2. Bryn Hughes, The Leader's Tool Kit: Hundreds of Tips and Techniques for Developing the Skills You Need, Kingsway Communications. You can obtain this excellent book at this link: http://www.amazon.com/Leaders-Tool-Kit-Techniques-Developing/dp/0814408478/ref=sr_1_1?ie=U www.exploreHR.org 63
  • 64. End of Material If you find this presentation useful, please consider telling others about our site (www.exploreHR.org) www.exploreHR.org 64