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© Robere & Associates (Thailand) Ltd.Robere & Associates (Thailand) Ltd.
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LEADERSHIP
Presented by:
Robere & Associates
(Thailand) Ltd.

Program Outline
9.00-10.30 Opening Activities
- Introductions
- The World’s Great Leaders
- Characteristics of a Superior Leader
10.30-10.45 Coffee Break
10.45-12.00 Anyone Can Lead
- The Architects’ Dilemma
12.00-13.00 Lunch
13.00-13.30 Leadership As Shared Member Functions
13.30-14.30 Developing Leadership Behaviors in Your Own Job
- Taking the Lead
14.30-14.45 Coffee Break
14.45-17.00 Closing Activities
- My Leadership Opportunities
- Reflections
- Group Photo

Taking Initiative
Program Overview
• About the training course
– The course is designed to broaden the
understanding of what leadership is and to raise th
e awareness of how to take the lead in your own jo
b..

Taking Initiative
Course Outline continued..
• Developing Leadership Behaviors In Your
Own Job
– Data Review
– Taking the Lead
• Closing Activities
– My Leadership Opportunities
– Reflections

Taking Initiative
This course requires:
– Participation from everyone
– Mandatory Interaction
– Questions.. are a must
– You learn from what you do.
• take notes
• be apart of the team
• talk to the instructor at the break

Taking Initiative
Course Outline
– Opening Activities
• Introductions
• The Worlds Greatest Leaders
• Characteristics of a Superior Leader
– Anyone Can Lead
• The Architect’s Dilemma
• Leadership As Shared Member Functions

Taking Initiative
Methods And Approach
• Group Discussions
• Group Activities
• Structured exercises
• Trainer Presentations

Taking Initiative
How Will You Benefit:
• Increase your understanding of leadership and
how they can apply leadership behaviors in many
situations.
• Become familiar with functional leadership theory

Taking Initiative
Benefits continued...
– Practice task and maintenance leadership
actions and,
– Assess work-behavior styles in terms of job
requirements and to plan ways to develop lead
ership behaviors in their own jobs.

Taking Initiative
“Leaders are born not made”
“I could never be born a leader
because you have to be really great, l
ike Martin Luther King, Jr or John F.
Kennedy…..”

Taking Initiative
• These quotes represent the traditional viewpoint
about leadership.
• That leadership is a mysterious quality granted
to only a few privileged people,
• Contemporary viewpoints hold that leadership is
more than an invisible quality acquired in the wo
mb.

Taking Initiative
• Today’s theories of leadership are based on
belief that leadership is a composite of behavior
s that can be learned and developed.
• Leadership can be used by anyone in working
with others to carry out tasks.
• Leadership may mean taking initiative, seeing a
need or a job to be done, and taking the lead.

Taking Initiative
• In today’s “work smarter not harder” highly
competitive work arena, it is essential that everyo
ne take the lead in improving productivity.
• When workers take initiative, speak up, share
ideas on how a job can be done efficiently, the ent
ire organization benefits.

Worlds Greatest Leaders
Group Exercise (Time 25 minutes)
– Make a list of the Worlds Greatest Leaders
– The reasons why you chose them

Characteristics of a Superior Leader
Group Exercise (Time 30 minutes)
– The goal is to discuss in your groups, the
characteristics of Superior Leadership from
Form C. and to agree on seven of them
– If you can’t all agree on seven, then you must agree on
five characteristics
– List the Characteristics and present them to the other
groups, explaining how you selected them

Characteristics of a Superior
Leader
• How many reached a consensus?
• How many had difficulty reaching a decision?
• What opinions of others in your group differed from
your own?
• Have your views on Leadership been modified by the
opinion of others?
• What did you do that helped or did not help your
group to reach decisions?

Leader
• Why this demand for leadership?
• Can people learn to be a leader?

Leader
As a leader you must :
• Influence people and turn knowledge into action
• channel your employees energy into the appropriate
activities.
• mobilize all your people to work together in a coordinated
way.
• Make things happen.

Anyone Can Lead
The Architect’s Dilemma (Time 90 minutes)
Group Exercise
– Build the The Tower of Peace (Instruction sheet 1)
– Select an observer (Form D)
– Twenty minutes to plan how to build the Tower
– Thirty minutes to build the Tower
– Explain your Tower to the other groups

Any One Can Lead
Architect’s Dilemma
Individually Complete (Form E)
Give examples such as:
• We were all lost, but K Sinruan was an initiator
and energized us by having us imagine our favorit
e tower.
• When we started to build the tower K Sinruan
gave us directions, telling each person what to do.

Concept of Reflection
• Spending quiet time alone
– To think about an issue, activity, problem,
– To clarify learning's
– To become aware of emotional reactions,
feelings.

Leadership As A Shared
Member Function
• Leadership is about
– Getting people to do things that they have never
done or won’t do.
– Bringing about change through inspiration,
– Helping/coaching and sometimes through
enforcement.
• As a leader you must:
– Make it clear what matter
– Have deep conviction
– Make things happen at scale

Member Function
• How to be more of a leader.
• Shared Member Function
• Leadership does not rest only in one person
• Its about group organizing to accomplish tasks
• Seeing what needs to be done
• Taking the initiative to do what’s necessary
• Encouraging

Member Function
Range of Leadership Activities
(The motor car analogy and Form F)
A group needs to have two broad types of
activities or functions.
• Group task
• Group Maintenance

Member Function
Conflict:
Doing damage to the status quo is, of course, difficult
and uncomfortable for leaders.
Conflict exists in all human interaction.
– Reputation
– Fear of criticism
– Avoid conflict that may have devastating
consequences

Member Function
Question: What is conflict?
• It is active and often contentious dispute, debate or
disagreement, typically triggered or accompanied by
the presentation of contrary opposing information.
• let’s list some of the benefits that can be gained from
escalation of conflict:

Member Function
Conflict Continued...
 Motivation and energy to deal with underlying
problems;
 Making hidden or underlying issues explicit and
therefore amenable to being tackled;
 Sharpening people’s understanding of goals
(clearing up miscommunication and
misunderstanding);

Member Function
 Stimulating individuals to define where they stand,
 Discouraging avoidance behavior
 Preventing premature solutions, which achieve
only half-cocked, impoverished or unintended
results

Member Function
The conflict curve
 Another aspect of conflict that we need to understand is
that at the individual level conflict can boost performance
 But if escalated too much, it can create paralysis.

Taking The Lead
Group exercise (Form G) (Time 40 minutes)
• Decide how Marcia can be more of a Leader in
her job.
• What she needs to do in order to show that she
can lead.
• Report your responses

Taking The Lead
• What are the varied leadership behaviors that
Marcia could use?
• How successful do you think she would be in
putting her point across?
• Think of a similar situation in which you
might find yourself in your own job.
– How would you handle it
– How confident would you feel

Closing Activities
My Leadership Opportunities (Time 40 minutes)
• Write out a scenario for your own job describing:
– A typical situation where you would become more
of a leader.
– Discuss this scenario in your groups.

Closing Activities
Reflection questions: (Time 30 minutes)
• How active did you participate in the course
• How do you feel about your degree of participation
• What did you learn about being a leader
• What did you learn about taking initiative
• What did you learn about yourself
• What is one way in which you might take the initiative in
your own job.
• How confident do you think you will feel about doing that

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