effective leadership

1. EFFECTIVE LEADERSHIP

2. THE
EFFECTIVE
Leader
Technical/pro
fessional
competence
Self -
awareness
Social and
interpersonal
skills
Emotional
Understandin
g
Thinking
skills
Political skills

3. INTERPERSONAL INFORMATIONAL DECISIONAL
Figurehead Monitor: Scans for
information
Project
manager/Entreprene
ur: seeks change
Leader Disseminator: shares
information with
other people
Disturbance handler:
responds to pressures
and crisis.
Liaison Spokesperson: shares
information with
outsiders
Resource allocator:
gives resources to
others.
Negotiator: reaches
agreement

4. 1) Be proactive: A leader does not
wait for things to happen and then
react to them. The leader takes
control of his or her life and seizes
the initiative.

5. 2) Begin with the end in mind:
Leaders have a vision for themselves
and for their organisation and a
mission of achieving it.

6. 3) Put first things first: A leader will
make sure that the most important
things, (ie activities that further the
mission and are consistent with the
vision), are done first and will not get
bogged down in extraneous matters.
 The first three habits (proactiveness,
visioning and prioritization) address
primarily the leader’s own personal
approach (Covey, 1989).

7. 4) Think win/win: The leader is
committed to developing relationships
in which all parties are winners.
SEVEN HABITS OF HIGHLY EFFECTIVE
LEADERS cont.

8. 5) Seek first to understand then to
be understood: If a leader is going to
influence the behavior of a follower,
it is important to understand not only
the task to be performed, but also
where the individuals stands. Another
way of saying this is diagnose before
you prescribe.

9. 6) Synergize: This occurs when
people are open to new ideas and
new concepts, when diversity (in the
broadest sense) is valued, when
people are encouraged to “think
outside the box,” when
communication is open.
 It is the effective leader who will
create the environment for this
to happen.

10. 7) Sharpen the saw: An effective
leader will take time to ensure that
his/her tools (skills) remain sharp.
 This is done through the process of
renewal : physical, mental,
social/emotional and spiritual
(Covey, 1989).

12. 14
 Clear understanding of the
project objective
 Clear expectations of each
person’s role and responsibilities
 Results orientation
 High degree of cooperation and
collaboration

13. 14
T- Talents (skills and abilities)
E- Enthusiasm (shared excitement and interest)
A- Adaptable (flexibility is key to face unforeseen roadblocks)
M- Mutual respect (valuing everyone’s contributions)
W- Working Together (common purpose to deliver results)
O- Organized (clear structure, expectations, roles, etc.)
R- Recognition (continuous feedback – like the geese)
K- Knowledge (required knowledge to achieve the common purpose)

14. 1 Promotes Problem Solving: Teamwork is necessary when several people are collaborating
on a solution to fix issues. When anyone operates on an organization issue, they rely on
their own professional expertise and understanding while team members combine their
collective ideas to develop new ideas for problem -solving.
2 Improves Communication of Ideas: Employees cannot quickly exchange experience or
new information when they work individually in projects. Teamwork facilitates
conversation with workers about the job at hand, and may discourage employees from
going the other way round.
3 Increases Work-Flow Speed: Cohesion is key to project coordination as workers are likely
likely to embrace each other's decisions more effectively. Team synerges in an organization
boost workflow pace.

15. 4 Learning from Team Members:
 Employees benefit from one another as they work together as a team within an
organization. Employees in various offices will learn from each other about their
departments' shortcomings and opportunities.
5 Feeling of Belonging:
 When a team works together and is unified, members of the team know they belong to
something positive. In case of a win, they celebrate together, and in times of losses, they
comfort one another.
6 Productivity:
 Collaboration to boosts efficiency and this is how it is possible to break the workload and
to reduce the single workload. The basis of your position is according to your credentials
and specialization. You can be a competent instructor, but also have an expertise in
architecture, so that the organization can make use of its talents.

16. 7 Better Employee Relations:
 Working on the same floor in an open door paradigm improves employee experiences and
relationship. The successful completion of every project is dominated by a feeling of harmony
and mutual emotions.
8 Shared Accountability:
 Employees work under pressure when they work individually. When an entire community is
committed to work as a team and faced with a challenge, the whole team works around it and
the individual specialized is allowed to figure it out until the actual glitch has been found.

18.  Why creating a collaborative team? This where
where individuals share knowledge, co-operate,
support each other and are motivated to achieve
the team's goals.
 Building a good, effective team is vital as a
team structure influences the way the team
behaves.
 Complexity theory: Putting a large number of
people into a single team creates more interplay
than progress.
 People working in other teams are often viewed
as a nuisance - they interfere with our team's
progress.

19.  The understanding, knowledge, and capabilities of
people working in other teams are rarely exploited to
the full.
 People working together in a team usually see their
teammates as being on their side- They will
normally work together and help each other to
achieve their collective goals.
 Placing people in the same team generates
collaboration, knowledge sharing and skills transfer
– ie between the specialists in a software package
and the key future users of that package.
 Interaction between team members is the best way
to get a balanced view of all perspectives, eg
business needs, practicality, technical feasibility,
efficiency, performance.

20. 16

21. 16
 Plan, control, and feel accountable for their
individual work efforts.
 Have high expectations.
 Are self-directed and follow through on assignments.
 Take pride in doing quality work.
 Participate and communicate.
 Are problem identifiers and problem solvers.
 Put the success of the project above personal gain.
 It has been said that there is no I in TEAM—there are
no individual winners or losers.

22. 18
 Team building is an ongoing process.
 It is the responsibility of the project manager and the
project team.
 Socialization among team members supports team
building.
 The project team can initiate social events to celebrate
project events.
 Teamwork is a journey of continuous improvement
 Every team member plays an important role in
achieving the team’s goal

23. 19
 The team can periodically call team
meetings.
 The purpose is to discuss questions such as:
 How are we working as a team?
 What barriers are impeding teamwork?
 What can we do to overcome these barriers?
 What can we do to improve teamwork?
 Only team-related issues should be
discussed

24. 15
 Unclear Goals: There are always confusion and
conflict among stakeholders, in an project with
unclear and unconcise objectives and goal as the
team members may have different interpretations of
the project's objectives
 Unclear Definition of Roles and Responsibilities:
Conflicts ensue easily in a team in which the
members do not understand each other’s roles and
responsibilities. Responsibility charts can be drawn to
map out graphically who is responsible for doing what
on the project.
 Lack of Project Structure: Absence of a structure
defining each team member’s function and the
reporting lines is a portrayal of leadership gap and
brings confusion during a project.

25. 15
 Lack of Commitment
 Poor Communication
 Poor Leadership
 Turnover of Project Team Members
 Dysfunctional Behavior

26. 20

27. 20
 You might think conflict is bad and should be
avoided.
 Conflict is inevitable and can be beneficial.
 Differences of opinion are natural and must be
expected.
 It provides many opportunities for growth.

28. 21
 Work Scope
 Resources Assignments
 Schedule
 Cost
 Priorities
 Organizational Issues
 Personal Differences

29. 22
 Conflict should be handled by those involved.
 Handled properly, conflict can be beneficial.
 Conflict stimulates discussion.
 Conflict can foster creativity.
 Conflict can help team building.

30. 23
 Avoiding or Withdrawing
 Competing or Forcing
 Accommodating or Smoothing
 Compromising
 Collaborating, Confronting or Problem
Solving

31. 24
1) Develop a problem statement.
2) Identify potential causes of the problem.
3) Gather data and verify the likely causes.
4) Identify possible solutions.
5) Evaluate the alternative solutions.
6) Determine the best solution.
7) Revise the project plan.
8) Implement the solution.
9) Determine if the problem has been solved.

32. 25
 Used in problem solving in which all
members contribute spontaneous ideas.
 A way to generate a lot of ideas and have
fun.
 The quantity of ideas is more important than
the quality of ideas.
 Members should be encouraged to come up
with novel ideas.
Two Rules in Brainstorming:
i. No immediate discussion of ideas
ii. No judgmental comments

33. 4
4
 Show respect and consideration for all employees,
 Make sure individuals understand their responsibilities
and the performance standards,
 Establish good communication,
 Establish clear individual and group goals,
 Properly reward teamwork, and
 Demonstrate loyalty to the team.

34. 4
4
Harvey Maylor, Project Management, 4th ed
Cadwell, Charles M. (2004). Leadership skills for managers (4th ed).

35. What are high performance
teams;
it is group of people who work
together for a common goal and
are able to achieve extraordinary
results.

36. Building productive communication
Creating innovative solutions
Delivering great performance

37. 1) DEFINE A VERY CLEAR PICTURE OF THE
FUTURE-A VISION FOR THE TEAM
Teams search desperately for
specific targets.
Leaders must be prepared to
acknowledge and adapt to changes
in operational conditions and even
objectives.

38. Leaders will even reveal their own
vulnerabilities at the right time to
gain the respect to those around
them
They don’t play make-believe,
knowing its important ‘to be’ than
to ‘seem to be’

39. They use inquiry and advocacy
in such a way as to keep them a
breast of what is really going on
They seem to use the formula of
the70-20-10 rule of
conversation.

40. Leaders find a way to have a
difficult conversation in the
knowledge that burying problems
will not make them go away
If a leader don’t talk about things,
no-one will, and soon, a culture will
develop in which too many things
are left unsaid

41. Leaders find ways to build trust and
maintain it, especially making teams
hold their commitments and keeping
the teams view of its goal clear.
They also know how to distinguish
professional trust from blind loyalty.

42. Members see themselves equal in
terms of communication
Leaders should therefore encourage
this by putting the other person’s
need to express his or her agenda
ahead of their own.

43. Compromised of people who have
mastered the art of listening
without fear of allowing others
speak without reacting strongly or
negatively to what is being said
The leader puts a stop quickly to
bad conversational behaviors that
cuts other people off and implies
that their ideas are not valued.

44. Leaders do not tolerate players who
tear the team apart.
Leaders frequently maintain unity
and discipline through third parties
in the form of people we call
‘passionate champions’.
Leaders are capable of getting the
job done and not afraid to remove
people who are afraid to help them
do so.

45. Leaders steer clear of sarcasm; they
always take the high road
They know that reckless humor can
be misinterpreted and back fire
They know that critics of the
organization can turn in appropriate
remarks back on a leader who makes
them.

46.  Leaders prepare their conversation and not
backing away from or skimming over real
issues and problems, even difficult and
confrontational ones.
 Team members know that :
-whatever happens, their leader will be
left standing. this gives them confidence that
they will be standing too.
-they also know that should things get
really bad, their leader will not desert them
or try to shift the blame, even if it means
standing on fire

47. Multicultural leadership encourages
an inclusive and adaptable style that
cultivates the ability to bring out the
best in our diverse workforce and to
fashion a sense of community with
people from many parts of the globe.
(Bordas)