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Leadership
This document discusses various topics related to leadership including different leadership styles, the differences between leaders and managers/bosses, characteristics of good leadership, theories of leadership, and the importance of communication and feedback. It emphasizes that leadership requires influencing and directing others to accomplish goals, providing vision, being a role model, and inspiring and motivating teams. Effective leaders collaborate with others, think about people first and inspire with caring.
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Leadership
- 1. LEADERSHIP JUDE EDEM GOVINAH https://directory.ucc.edu.gh/p/jude-edem-govinah TOP5 STRENGTHS: Significance/Futuristic/Responsibility/Command/Restora tive Top 5 Strengths: Significance/Futuristic/Responsibility/Command/Restorative Top 5 Strengths: Significance/Futuristic/Responsibility/Command/Restorative
- 2. WHAT IS LEADERSHIP •A process by which a person influences others to accomplish an objective and direct the organization in a way that makes it more cohesive and coherent. • Everything rises and falls on LEADERSHIP. • Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal (Kruse, 2013).
- 3. LEADERSHIP STYLES • Autocratic •Democratic • Laissez-fare • Transactional • Transformational • Servant Leadership
- 4. LEADERSHIP AND MANAGEMENT •A Leader is a visionary • A leader makes plans • A leader is proactive • A Leader solves problems • A Leader creates new strategies • A Leader is knowledgeable • A Manager maintains • A Manager implements • A Manager is reactive • A Manager reports • A Manager chooses existing strategies • A Manager specializes
- 5. DIFFERENCES BETWEEN ABOSS AND A LEADER BOSS • Sees in Black and white • Likes to tell • Likes being on the pedestal • Gets lost in details • Rules by fear • Displays great hubris • Likes to talk LEADER • Sees in grey • Loves to teach • Likes to be among those they lead • Keeps the big picture • Inspires by trust • Shows quiet humility • Prefers to listen
- 6. DIFFERENCES BETWEEN ABOSS AND A LEADER Cont’d BOSS Wants to dictate Outlines the what Thinks first about the profits Gets lost in the process Disabler Criticizes Manages to the end Demotivates with impassiveness LEADER • Would rather collaborate • Explains the why • Thinks first about the people • Gets absorbed in performance • Is an enabler • Coaches • Serves for a purpose • Inspires with caring
- 7. CHARACTERISTICS OF LEADERSHIP •Strategic focus on organizational needs • Establishment of goals and strategic direction • Establishment of principles • Empowering, mentoring and leading teams to their goals • Risk engagement and overall identification • Long term high level focus
- 8. FUNCTIONS OF LEADERSHIP •Provide a Vision • Establish Effective Organizational Structure and Communication Protocols • Be an Effective Role Model • Inspire and Motivate • Delegate and Empower • Effective Time Management
- 9. SOURCE OF LEADERSHIP •Organizational Source • Personal Source
- 10. THEORIES OF LEADERSHIP •The Great Man Theory • Trait Theory • Behavioral Theory • Contigency Theory • Authoritarian – to – Democracy Orientation
- 11. 5 LEVELS OFLEADERSHIP • Highly Capable Individual • Contributing Team Member • Competent Manager • Effective Leader • Executive
- 12. THE 27 LEADERSHIPSOFTSKILLS • People Management • Project Management • Remote Team Management • Talent Management • Virtual Team Management • Meeting Management • Agility • Coaching • Conflict/ Dispute Resolution • Cultural Intelligence
- 13. THE 27 LEADERSHIPSOFTSKILLS (cont’d) • Deal Making • Decision Making • Delegation • Facilitating • Giving Clear Feedback • Managing Difficult Conversations • Mentoring • Strategic Planning • Supervising
- 14. THE 27 LEADERSHIPSOFTSKILLS (cont’d) • Team Building • Versatility • Authenticity • Encouraging • Generosity • Humility • Inspiring
- 15. 9 THINGS EVERYGREAT LEADER SAYS • This is the situation • Here is what we are doing • What do you need? • Tell me more • Remember our values • I trust you • You can count on me • We can do better • Let’s celebrate
- 16. THE 10 QUALITIESOF A SERVANT LEADER • L – Listening • E – Empathizing • A – Acting intentionally • D – Dedicating time for others • E – Empowering others • R – Removing obstacles • S – Serving others • H – Helping with humility • I – Interact with integrity • P – Persevering
- 17. LEADERSHIP AND EMOTIONS •Most people think that emotional people are not good leaders. • All decisions we make are based on emotions. Objectivity just provides the options. • It is the emotion that makes us select an action over another.
- 18. LEADERSHIP AND EMOTIONS •To be able to lead, we must develop what we call Emotional Intelligence • Emotional Intelligence does not mean ignore your emotions, but rather, be able to appreciate your emotional aspect as you lead. • Admit that you are also an emotional being
- 19. LEADERSHIP AND EMOTIONS •Great leaders lead from the heart not from the head. • The head is logical but the heart is emotional. • The heart will make you relate more. • We must be empathetic, not sympathetic only
- 20. THE LEADER ANDHIS TEAM • Every leader works with a team. It is the team that makes the leader a leader. • A good leader gives the credit to his teammates and takes the blame but a bad leader takes the credit and gives the blame to his teammates • A great leaders team is made up of 6 key personality traits which comes together to work in harmony.
- 21. THE LEADER ANDHIS TEAM cont’d • The members of his team include the following: 1. The Wonderer 2. The Discerner 3. The Enabler 4. The Inventor 5. The Galvanizer 6. The Tenacious one
- 22. THE LEADER ANDHIS TEAM cont’d • THE GENIUS OF WONDER: The natural gift of pondering the possibility of greater potential and opportunity in a given situation. • THE GENIUS OF INVENTION: The natural gift of creating original and novel ideas and solutions. • THE GENIUS OF DISCERNMENT: The natural gift of intuitively and instinctively evaluating ideas and situations.
- 23. THE LEADER ANDHIS TEAM cont’d • THE GENIUS OF GALVANIZING: The natural gift of rallying, inspiring and organizing others to take action. • THE GENIUS OF ENABLEMENT: The natural gift of providing encouragement and assistance for an idea or project. • THE GENIUS OF TENACITY: The natural gift of pushing projects or tasks to completion to achieve results.
- 24. LEADERSHIP AND COMMUNICATION •There are 4 levels of Communication with respect to Leadership. 1. Intimate Communication 2. Business Communication 3. Social Communication 4. Peripheral Peripheral Social Business Intimate
- 25. LEADERSHIP AND FEEDBACK •We all need people who will give us feedback. That’s how we improve. • Average players want to be left alone. Good players want to be coached. Great players want to be told the truth.
- 26.
- 27. THE ART OFLEADERSHEEP
- 28. THANK YOU FORYOUR ATTENTION QUESTIONS, SUGGESTIONS AND COMMENTS
Editor's Notes
- #3 The most interesting question most people have had to struggle with is the question of Leadership. What is it? By what parameters do we try to define the concept of leadership? It looks like with each of the parameters, there is always a question on the type of definition we will always be giving. This makes it very difficult to try and provide a working definition of leadership which will cover all aspects and parameters of Leadership. A leader is a person who can influence the behaviour of others without using force. Leadership also means that the process of influencing a group to achieve goals (Robbins, Bergman, Stagg and Coulter 2008 p.518). There are three main types of leadership style, they are autocratic, democratic and laissez faire. Besides the three main types of leadership styles, there are also five sources of power that used by a leader, they are coercive, reward, legitimate, expert and referent. (Robbins, Bergman, Stagg and Coulter 2008 pp.520&538)
- #4 Democratic Leadership is also known as participative leadership or shared leadership, is a type of leadership style in which members of the group take a more participative role in the decision-making process. Employees meet to discuss and resolve issues by giving everyone some opportunity to contribute to decisions. Autocratic Leadership, also known as authoritarian leadership, is a leadership style characterized by individual control over all decisions and little input from group members. Autocratic leaders typically make choices based on their ideas and judgments and rarely accept advice from followers. It is mostly a military form of rule. Obey before you complain. Laissez-faire leadership is the direct opposite of autocratic leadership. Instead of a single leader making all decisions for an organization, group or team, laissez-faire leaders make few decisions and allow their staff to choose appropriate workplace solutions. Here, you do as you want. Transactional leadership or transactional management is the part of one style of leadership that focuses on supervision, organization, and performance; it is an integral part of the Full Range Leadership Model. Transactional leadership is a style of leadership in which leaders promote compliance by followers through both rewards and punishments. Through a rewards and punishments system, transactional leaders are able to keep followers motivated for the short-term. Transformational Leadership is where a leader works with teams to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group; it is an integral part of the Full Range Leadership Model. Transformational leadership is a leadership style in which leaders encourage, inspire and motivate employees to innovate and create change that will help grow and shape the future success of the company. Servant Leadership is a leadership philosophy in which the main goal of the leader is to serve. This is different from traditional leadership where the leader's main focus is the thriving of their company or organizations. Servant leaders are a revolutionary bunch–they take the traditional power leadership model and turn it completely upside down.
- #5 Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual's ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control.
- #6 In order to fully understand this part, we need to investigate who a leader is and who a boss is. This will help us understand what we are about and do enough justice to the work. A boss manages their employees, while a leader inspires them to innovate, think creatively, and strive for perfection. Every team has a boss, but what people need is a leader who will help them achieve greatness. This means that a Boss is just a glorified manager who manages the daily schedules and output of the organization. While a leader inspires more than just on the job environment. The leader relates even in the home for the betterment of the total well being of the employee. Adopted from David Rock’s Quiet Leadership.
- #8 Leadership is no mean business. Being a leader is a very great call to which most of us are called to answer. To be a great and effective leader, there are some characteristics which must be very present in our daily life. These charateristics will go a long way to guide our daily leadership roles wherever we find ourselves.
- #9 Positive Leadership: Roles Of The Leader Written by Live Oak Bank Veterinary practices with positive leadership are more likely to have effective management, rewarding cultures and productive teams. Although some individuals have natural talent and excellent leadership skills, all practice owners and managers can learn to become better leaders. ROLES OF THE LEADER Make sure you fulfill the following critical roles of a leader to drive the success of your practice. Provide a Vision Providing a vision for the entire healthcare team is the single most important role of the practice owner. Employees cannot be expected to participate in a common effort if they don’t know the goals of the practice. When team members know the vision and goals of the practice, they are more focused and understand how their individual role helps to drive the success of the business. Establish Effective Organizational Structure and Communication Protocols Set up a clearly defined organizational structure which includes an organizational chart outlining the chain of command and protocols for effective communication. Members of the healthcare team need to understand who they report to when they have questions or concerns. To facilitate effective communication and efficiency, develop communication protocols. Many practices find it helpful to use email, hospital newsletters, and memos to augment their one-on-one communication and staff meeting interactions. The type of communication method utilized should be appropriate for the content of the message. Memos are fine to convey announcements and information on minor issues. Face-to-face meetings are necessary to discuss important issues or convey information that is sensitive or may result in questions. Be an Effective Role Model Demonstrate the behavior desired from the rest of the healthcare team. Practice owners that display outbursts of anger, make snap decisions with no regard to the potential outcome for the staff, demonstrate uncaring attitudes, show favoritism for some employees, withhold information from the staff, procrastinate on important decisions, tolerate lack of accountability, demonstrate inconsistencies in client service or fail to listen to their employees will not be as respected by the team and likely will not be as successful in achieving their business goals. Inspire and Motivate The definition of leadership is to “inspire, influence and guide others to participate in a common effort.” Good leaders don’t just bark orders or hand out directives with no explanation. Instead they use effective communication and motivation techniques to facilitate action by their teams. Leaders that inspire and motivate their teams solicit input from employees, keep team members informed, give timely and specific feedback regarding job performance, ensure training needs are met and hold employees accountable. Delegate and Empower Good leaders surround themselves with the right people in the right jobs. This facilitates being able to lead rather than manage. For practice owners, this starts by hiring an effective manager or administrator. Depending on the size of the practice, an office manager, a practice manager or a hospital administrator is the highest management position. Practice owners need to begin the process of effective delegation and empowerment with this individual. All too often, veterinary practices don’t have a practice manager with the necessary skills for their position or the practice owner unwittingly sabotages this person’s success by overloading them with responsibility or neglecting to empower them to achieve practice goals. Effective Time Management Part of being an effective leader includes effective time management. If you spend most of your time fielding complaints and reacting to problems, this may be a sign that you are not delegating effectively or empowering team members. Read some books or articles on time management and create action steps to improve.
- #11 Leadership is the process of channeling the energy of an individual or a group towards the realisation of specific goals, objectives and vision. The Great Man Theory: Thomas Carlyle proposed the Great Man Theory in the 1840s, and it merely believes that leadership is an inherent trait of a person who is destined to become a great leader by birth and they prove themselves when the great need arises. In other words, some people are born to become leaders and leadership is a heroic act. The Trait Theory: Ralph M. Stogdill proposed the trait theory of leadership in the late 1940s; he explained that an individual must possess the key personality traits and characteristics to be an effective leader and these traits are inherent by birth. Some of the core leadership traits based on this theory can be categorized as follows: Physiological traits: Height, weight, structure, color, appearance and so forth. Socioeconomic characteristics: Gender, religion, marital status, age, occupation, literacy and earnings. Personality traits: Extraversion, self-confidence, patience, agreeable, reliable, honesty and leadership motivation. Intellectual traits: Decisiveness, intelligence, judgmental ability, knowledge and emotional attribute. Task-related traits: Attainment drive, dedication, initiative, determination and business expertise. Social characteristics: Socially active, cordiality and cooperation. Some of the other traits being charisma, adaptiveness, creativity, uniqueness. Behavioural Theory: The behavioural theory of leadership evolved in the 1950s. After understanding that the personal traits of a leader are essential for effective leadership, the researchers were now keen to know that what leaders do to become effective leaders. Thus, they now focussed on the leader’s behaviour rather than traits. To study the behaviour of leaders, two major research programs were started by two different universities namely, the Ohio State Leadership Studies and the University of Michigan Studies. Contingency Theory: Contingency theories of leadership state that effective leadership comprises of all the three factors, i.e. traits, behaviour and situation. A leader’s behaviour varies as per the situation. To support this theory of leadership various models were developed, and multiple studies were conducted in this direction. Contingency Theories
- #18 Emotions are critical to everything a leader must do: build trust, strengthen relationships, set a vision, focus energy, get people moving, make tradeoffs, make tough decisions, and learn from failure. Without genuine emotion these things always fall flat and stall. You need emotion on the front end to inform prioritization. You need it on the back end to motivate and inspire. Over the last 17 years working with senior teams I’ve collected a lot of examples of leaders getting emotional — to good end. Here are a few: “I’m angry that I had to spend 3 hours dealing with a problem that you created — a problem that you should have handled. Don’t put me in that position again.” Joan, a partner in a consulting firm hated conflict and rarely said things like this. She normally just rolled up her sleeves and took care of problems herself, even if she hadn’t created them. Then she got promoted to the head of the Southeast Region. There were too many problems to take care of by herself. Her outburst above and the ensuing conversation was a survival tactic, but it sent a clear message to the partner in charge of the Atlanta office. Don’t let this employee staffing issue happen again, and if it does, fix it yourself — before it lands on my plate. It was uncharacteristically aggressive for Joan, but exactly what the situation needed. That was two years ago and the problem hasn’t happened since. “I think most of the ideas on this list are sh**ty…but that one’s great. Let’s do it.” Jamie, the CEO at a biotech company had a reputation for walking the fine line between galvanizing a team and offending them. He shot straight and went with his gut. While he had to clean up messes from time to time, it was never anything egregious. And his approach had a profoundly positive impact on the organization. Everyone knew where they stood with him. And everyone knew that he meant what he said. When he got excited about something, no matter what, he was going to make it happen. His energy and emotion accelerated innovation and execution across the company. “I’m upset. I’m responsible. I apologize.” It was the type of mea culpa no one expected from Jeremy. The COO of a software firm, he had had a horrible relationship for years with Ron, a key product development VP. Finally, frustrated and tired, Ron quit. Within months it became clear that Jeremy had underestimated Ron’s impact on his team. It started to fall apart. With Ron gone, Jeremy was able to step back and see that he’d let a small issue create a huge problem. And that his stubbornness was at the root of it. He apologized to the executive team with a tear in his eye. I was there. It was shocking. That’s not the kind of guy Jeremy was. In an instant I understood how much he cared about the company and how ashamed he felt. Everyone saw it. Amazingly, he ended up apologizing to Ron and hiring him back. Often, one of the reasons we don’t show emotion is because we’re not even aware we’re feeling it. We’re angry, frustrated, or upset and we suppress it. We’re excited, motivated, or inspired and we temper it. We do it without even realizing it. Emotional data seems less relevant in the business world where logical data reigns supreme. But it’s not only relevant, It’s usually the lynchpin to change and growth. One further point. It’s important to note there’s a gender bias around showing emotion at work. I’ve seen that in the same places where men get labeled tough, passionate, or open, women get labeled bitchy, hysterical, or weak. I find this double standard particularly destructive and insidious because it leads to women’s emotions getting dismissed more readily than men’s, often at exactly the times where that emotion is most needed — times when no one else in the room is raising the most important points. We all need to stay aware of this double standard and not enable it. My advice to all leaders is to pay attention to your emotions. At least a couple times a week, stop for 10 minutes and ask yourself, “What am I feeling right now?” Write it down if you can. Keeping a regular journal is a helpful way to understand how you’re feeling. Then pick your spots to let loose a little. Let your emotions out. Let people in. Both are critical to effective leadership.