SlideShare a Scribd company logo
EFFECTIVE LEADERSHIP AND
MANAGEMENT SKILLS
CHARLES COTTER
EMPEROR’S PALACE
11-12 JULY 2016
www.slideshare.net/CharlesCotter
TRAINING PROGRAMME OVERVIEW
• THE NATURE AND DEFINITION OF LEADERSHIP
• DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT
• EFFECTIVE LEADERSHIP BEHAVIOURS
• INTERPERSONAL SKILLS AND EFFECTIVE COMMUNICATIONS
• CONFLICT MANAGEMENT
• BUILDING AND MOTIVATING TEAMS
• PERFORMANCE MANAGEMENT AND COUNSELING
• CHANGE MANAGEMENT
INTRODUCTORY ACTIVITY
• Complete the statement by inserting one (1) word only.
To be an effective manager/leader, the most important
characteristic/trait is…………………………………..
• Now find other learners with the same word as you.
• Jot these words down on the flip-chart.
• Each learner will have the opportunity to elaborate on
their chosen word.
MANAGEMENT SKILLS
LEARNING ACTIVITY 1
• Group Discussion:
• Do you agree with the statement that
managers and leaders are different?
• Justify and motivate your answer by providing
these distinctive differences and/or
similarities.
EFFECTIVE LEADERSHIP BEHAVIOURS
• Leadership values
• Leadership roles
LEARNING ACTIVITY 2
• Group Discussion:
• By referring to the provided leadership values and roles,
critically evaluate and rate yourself (use a rating scale of 1-
5) as a leader in demonstrating and fulfilling these values
and roles, respectively.
• Leadership values
• Leadership roles
• For each of these values and roles, identify personal
leadership gaps and develop self-improvement strategies to
enhance your leadership ability.
INTERPERSONAL SKILLS AND
EFFECTIVE COMMUNICATIONS
• The value and importance of effective
communication as a leader
• Open and respectful communication
• Improving communication skills
• Effective team meeting procedure and
practice
BARRIERS TO EFFECTIVE
COMMUNICATION
• Intra-personal
• Interpersonal
• Structural
• Physical, technological and/or environmental
EFFECTIVE TEAM MEETING
PROCEDURE AND PRACTICE
• Criteria for effective meetings
• The Meeting's Objective
• Use Time Wisely
• Satisfying Participants that a Sensible Process Has Been
Followed
• Planning your meeting
• Roles and Responsibilities of Chairperson/Facilitator
LEARNING ACTIVITY 3
• Group Discussion:
• By referring to the barriers to effective communication,
from your experience as a Team Leader, identify the
most common causes of communication break-downs
between yourself and your manager and other
colleagues. Propose solutions to these identified
communication break-downs.
• Identify the best practice criteria for an effective and
productive team meeting. Define your roles and
responsibilities as the chairperson in facilitating these
positive outcomes.
COVEY’S EMOTIONAL BANK
ACCOUNT
COVEY’S WIN-WIN MINDSET
BUILDING CREDIBILITY
• The Credibility Formula as: Credibility = Integrity +
Expertise.
• Achieving a distinguishable level of follower faith and
loyalty is certainly not an overnight occurrence and can be
achieved only through openness; committed people
investment and a proven scorecard of leadership and
performance excellence.
• Leader behaviour, actions and decisions congruent with
reliability, fairness, consistency and transparency are
instrumental values which can enhance follower perception
of the leader’s reputation, standing and eventually, their
willingness to follow and support that leader.
TRUST ENHANCING STRATEGIES
• Open and transparent communication
• Mutual respect and tolerance for individual
differences
• Demonstrated care and sincere interest
• Recognition for the value of each individual
team member
• Co-operation and shared commitment
DEFINING EMOTIONAL INTELLIGENCE
(EQ)
• EQ is the skill to recognize different emotions in yourself
and the world around you and to interpret and use these
emotions to enhance your quality of life.
• EQ is a set of abilities that helps you manage your
emotions and relate to others.
• EQ is the ability to recognize your emotions, understand
what they're telling you and realize how your emotions
affect people around you.
• EQ is the ability to understand and manage both your own
emotions and those of the people around you.
CHARACTERISTICS OF LOW/HIGH EQ
MANAGERS
THE FIVE (5) COMPETENCIES OF EQ
SELF AWARENESS
SELF AWARENESS
• It must come first because if we don’t know ourselves and what we’re
feeling, how can we possibly know or understand someone else and how
they feel?
• Self-awareness is about knowing what drives us and what we’re
passionate about.
• The more we know about ourselves, the better we are able to control and
choose what kind of behaviours we’’ display in a work setting.
• Without self-awareness, our emotions can blind us and guide us to do
things or to become people we really don’t want to be.
• If we are aware of our feelings and thoughts, we can choose how we will
act or react in a given situation or to a certain person.
• With this choice comes power - the kind of intrinsic power that no one
can take away from us.
SELF AWARENESS
• People with high emotional intelligence are usually very
self-aware.
• They understand their emotions, and because of this, they
don't let their feelings rule them.
• They're confident – because they trust their intuition and
don't let their emotions get out of control.
• They're also willing to take an honest look at themselves.
• They know their strengths and weaknesses, and they work
on these areas so they can perform better.
SELF REGULATION
• The second step is to regulate those feelings and manage them so
they do more good than harm.
• Our passions can be contagious and energize others, but our
ranting and ravings can damage work relations beyond repair.
• Checking those emotions is what self-regulation is all about. It’s
giving the rational side time to temper our feelings when needed.
• When we are angry, we cannot make good decisions and often
react inappropriately by blowing an incident out of proportion - we
lose our perspective.
• By learning to manage our emotions, we become more adaptable
and innovative in stressful situations.
SELF REGULATION
• Self-regulation helps us act intentionally rather than
reactively.
• Self-regulation helps us act deliberately and not
destructively.
• Self-Regulation is the ability to control emotions and
impulses.
• People who self-regulate typically don't allow themselves to
become too angry or jealous, and they don't make impulsive,
careless decisions - they think before they act.
• Characteristics of self-regulation are thoughtfulness, comfort
with change, integrity and the ability to say no.
SELF REGULATION
SELF MOTIVATION
• The third step is to direct the power of our emotions towards a
purpose that will motivate and inspire us.
• Self-motivation is about visualizing the achievement of a goal and
taking the necessary steps to get there.
• Athletes use their emotions to psyche themselves up for
competition.
• The same technique is effective in the workplace to raise job
performance.
• “Self-motivated people can envision reaching the goal which gives
meaning to the mundane.”
• “Stand firm even when you are buffeted by events and emotions.”
SELF MOTIVATION
• The strongly self-motivated workers also accept change and are
more flexible. New twists and unexpected turns don’t bend them
out of shape.
• They have better attitudes, take more initiative and do balanced
risk taking. But most of all, self-motivated employees persist
toward goals, despite obstacles and setbacks.
• People with a high degree of emotional intelligence are usually
motivated.
• They're willing to defer immediate results for long-term success.
• They're highly productive, love a challenge, and are very effective
in whatever they do.
EMPATHY
• Empathy is defined as an outwardly-looking approach to managing
relationships that enables people to see from another person’s
perspective.
• It means responding to others appropriately with sensitivity and
compassion.
• Empathy begins with listening i.e. with the purpose to understand and
respond and display sensitivity and concern.
• “Nobody in life will listen to us unless they feel we have listened to them.”
• A team leader, who is empathetic, listens and responds and naturally
displays sensitivity and concern - this makes a connection with people.
• It is important for team leaders to be attuned to different people’s needs
and emotional responses as well as reading these cues.
EMPATHY
• “Empathy is the glue that will bind the group together
to work successfully.”
• The ability to model empathy is the best way to
motivate others.
• Empathetic people are usually excellent at managing
relationships, listening and relating to others.
• They avoid stereotyping and judging too quickly and
they live their lives in a very open, honest way.
RELATIONSHIP/SOCIAL SKILLS
• This fifth competency is about interacting with people successfully
and being adept at managing emotions in others.
• With heightened social skills, leaders are better communicators
and better collaborators.
• It's usually easy to talk to and like people with good social skills,
another sign of high emotional intelligence.
• Those with strong social skills are typically team players.
• Rather than focus on their own success first, they help others
develop and shine.
• They can manage disputes, are excellent communicators, and are
masters at building and maintaining relationships.
THE VALUE OF SOCIAL AND
RELATIONAL CAPITAL
• “The new business currency is human (social)
and relational capital, not financial capital.
Given the economic downturn, the value of
financial capital is depreciating, whereas
social and relational capital is exponentially
appreciating and yields a significant positive
return-on-investment (ROI).” Charles Cotter
(2016)
SUMMARY OF EQ COMPETENCIES
LEARNING ACTIVITY 4
• Group discussion:
• As a Team Leader, describe how you can
enhance your interpersonal competencies by
concentrating on the following skills:
Relationship-building
Emotional Intelligence
THE FUNDAMENTALS OF CONFLICT
MANAGEMENT
• Defining conflict
• Differentiating between functional and
dysfunctional conflict
• Identifying the causes/sources of conflict
• Indicators/warning signals of conflict
FUNCTIONAL AND DYSFUNCTIONAL
CONFLICT
• Functional conflict leads to open discussion, a better
understanding of differences, innovative solutions and
greater commitment.
• Functional conflict contributes to the achievement of
organizational goals and enhances relationship-building.
• Dysfunctional conflict tends be more focused on emotions
than on the goal/task at hand known as affect
conflict/interpersonal conflict, it is destructive when a
solution is not reached, energy is diverted away from the
core problem and morale is negatively affected.
• Dysfunctional conflict is detrimental to relationships within
the team and team performance.
CAUSES/SOURCES OF CONFLICT
• Intra-personal
• Interpersonal
• Intra-group
• Inter-group
INDICATORS/WARNING SIGNS OF
CONFLICT
• Signs of conflict between individuals
• Signs of conflict between groups of people
OPTIMAL LEVELS OF CONFLICT
ADVANTAGES OF OPTIMAL LEVELS OF
CONFLICT
• Co-operation from team members
• Improved performance and productivity
• Reduced stress and preserved integrity
• Solve problems as quickly as possible
• Improved relationships and teamwork
• Enhanced creativity
• Increased staff morale
LEARNING ACTIVITY 5
• Group Discussion:
• From your experience as a manager, write notes on the following conflict
management-related aspects:
• By referring to the three (3) types of conflict, identify one (1) example of
current or recent workplace conflict in your organization.
• For each of the above examples, indicate whether these examples are
functional or dysfunctional conflict. Substantiate your answer.
• For each of the above examples, describe the indicators/warning signs of
each example.
• By referring to these indicators, describe what you as a team leader can
do, to nip dysfunctional conflict in the bud, thereby not allowing the
conflict to escalate out of control.
LEARNING ACTIVITY 6
• Individual activity:
• Complete the 30 question/item Thomas-
Kilmann Conflict Mode
instrument/questionnaire and by using the
scoring sheet, determine your predominant
conflict management style.
CONFLICT RESOLUTION STYLES
• Shark (Competing)
• Turtle (Avoiding)
• Fox (Compromising)
• Teddy-bear (Accommodating)
• Owl (Collaborating)
CONFLICT RESOLUTION STYLES
SHARK CHARACTERISTICS
• Sharks use a forcing or competing conflict management style
• Sharks are highly goal-oriented
• Relationships take on a lower priority
• Sharks do not hesitate to use aggressive behaviour to resolve conflicts
• Sharks can be autocratic, authoritative, and uncooperative; threatening and
intimidating
• Sharks have a need to win; therefore others must lose, creating win-lose
situations
• Advantage: If the shark's decision is correct, a better decision without
compromise can result
• Disadvantage: May breed hostility and resentment toward the person using it
TURTLE CHARACTERISTICS
• Turtles adopt an avoiding or withdrawing conflict management
style
• Turtles would rather hide and ignore conflict than resolve it; this
leads them uncooperative and unassertive
• Turtles tend to give up personal goals and display passive
behaviour creating lose-lose situations
• Advantage: may help to maintain relationships that would be hurt
by conflict resolution
• Disadvantage: Conflicts remain unresolved, overuse of the style
leads to others walking over them
FOX CHARACTERISTICS
• Foxes use a compromising conflict management style; concern is
for goals and relationships
• Foxes are willing to sacrifice some of their goals while persuading
others to give up part of theirs
• Compromise is assertive and cooperative-result is either win-lose
or lose-lose
• Advantage: relationships are maintained and conflicts are
removed
• Disadvantage: compromise may create less than ideal outcome
and game playing can result
TEDDY-BEAR CHARACTERISTICS
• Teddy bears use a smoothing or accommodating conflict
management style with emphasis on human relationships
• Teddy bears ignore their own goals and resolve conflict by giving
into others; unassertive and cooperative creating a win-lose (bear
is loser) situation
• Advantage: Accommodating maintains relationships
• Disadvantage: Giving in may not be productive, bear may be taken
advantage of
OWL CHARACTERISTICS
• Owls use a collaborating or problem confronting conflict
management style valuing their goals and relationships
• Owls view conflicts as problems to be solved finding solutions
agreeable to all sides (win-win)
• Advantage: both sides get what they want and negative feelings
eliminated
• Disadvantage: takes a great deal of time and effort
THE 4-STEP CONFLICT RESOLUTION
PROCESS – THERAPEUTIC MODEL
• Step 1: Identify sources of potential and actual conflict
(DIAGNOSIS)
• Step 2: Develop conflict resolution strategies/techniques
(EXAMINATION)
• Step 3: Apply conflict resolution strategies/techniques (REMEDY)
• Step 4: Control and review the effectiveness of the conflict
resolution strategy/technique (FOLLOW-UP)
STEP 1: DIAGNOSIS
• Identify the sources/causes of conflict:
Intra-personal
Interpersonal
Intra-group or Inter-group
• The best approach to manage conflict
effectively is to be proactive.
STEP 2: EXAMINATION
• Develop conflict resolution strategies/techniques:
 Shark (Competing)
 Turtle (Avoiding)
 Fox (Compromising)
 Teddy-bear (Accommodating)
 Owl (Collaborating)
• There is no one best way to deal with conflict. It is dependent on the
current situation as well as the team members involved in the conflict.
• The golden rule is that managers should take prompt action in resolving
conflict.
• By failing to act, it may result in the conflict escalating beyond control and
“spreading like a cancer” negatively affecting team performance and
relationships.
STEP 3: REMEDY
• Apply conflict resolution strategies/techniques
• The key is to match strategies to situations
• Influential considerations:
Time pressure
Issue importance
Relationship importance
Relative power
STEP 4: FOLLOW-UP
• Managers will need to confirm whether this technique
has adequately resolved the conflict.
• In the event that this dysfunctional conflict persists,
managers may have to resort to alternative (third
party) strategies:
Mediation
Counseling
Organizational development (OD) interventions
CONFLICT MANAGEMENT GUIDING
PRINCIPLES – TIPS AND TECHNIQUES
LEARNING ACTIVITY 7
• Group Discussion:
• Identify a current conflict situation in your
work team. Apply the 4-step conflict
resolution process, to find a solution for this
conflict.
PERFORMANCE EQUATION
BENEFITS OF A MOTIVATED
WORKFORCE
• Quality performance
• High levels of productivity (“a team member
is a productive team member”)
• High levels of commitment (to both the team
and organization)
• High levels of team cohesion
THE PIVOTAL MOTIVATIONAL ROLE OF
THE TEAM LEADER
STAGES OF TEAM DEVELOPMENT
LEARNING ACTIVITY 8
• Group discussion:
• As a Team Leader, describe how you can
motivate and inspire your team members.
• As a Team Leader, describe how you can
accelerate your team development maturity
to the most sophisticate stage i.e. performing.
PERFORMANCE DEVELOPMENT
CAUSES OF POOR PERFORMANCE
• Personal problems
• Skills/competence
• Lack of resources
• Organizational factors
LEARNING ACTIVITY 9
• Group Discussion:
• By referring to the Performance Matrix,
indicate how you will manage the
performance of each of the four types of
employee.
AREAS/TYPES OF CHANGE: S-P-O-T-S
CHANGE TRANSITION CURVE
CHANGE TRANSITION CURVE AND
APPROPRIATE LEADERSHIP ACTIONS
LEARNING ACTIVITY 10
• Group Discussion:
• As a manager, describe how you can
accelerate and guide employees through the
change transition cycle for the most
sophisticated/mature stage, commitment.
CONCLUSION
• Key points
• Summary
• Questions
CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: Charles_Cotter
• http://www.slideshare.net/CharlesCotter

More Related Content

What's hot

Leadership
LeadershipLeadership
Leadership
mandalina landy
 
LEADERSHIP
LEADERSHIPLEADERSHIP
LEADERSHIP
LITTLE FISH
 
Basic leadership-skills
Basic leadership-skillsBasic leadership-skills
Basic leadership-skills
Richard Fleming
 
Role of team leader, Qualities of Effective Team Leader, Belbin Team Roles
Role of team leader, Qualities of Effective Team Leader, Belbin Team RolesRole of team leader, Qualities of Effective Team Leader, Belbin Team Roles
Role of team leader, Qualities of Effective Team Leader, Belbin Team Roles
Nidhin Chandrasekharan
 
Emotional Intelligence and Leadership
Emotional Intelligence and LeadershipEmotional Intelligence and Leadership
Emotional Intelligence and Leadership
Training Industry Conference & Expo
 
Leadership
LeadershipLeadership
Leadership in Organizations
Leadership in OrganizationsLeadership in Organizations
Leadership in Organizations
hutchison_susie
 
Leadership Characteristics
Leadership CharacteristicsLeadership Characteristics
Leadership Characteristics
saw2w
 
Ppt on leadership
Ppt on leadershipPpt on leadership
Ppt on leadership
Manpreet Kaur
 
Managing people
Managing peopleManaging people
Managing people
Philip Peters
 
Leadership Fundamentals
Leadership FundamentalsLeadership Fundamentals
Leadership Fundamentals
Hj Mohamad Idrakisyah
 
Leadership vs. management
Leadership vs. managementLeadership vs. management
Leadership vs. management
aiesecnorway1948
 
Leadership
LeadershipLeadership
Leadership
LeadershipLeadership
Leadership
Abdussamad Abid
 
Leadership
Leadership Leadership
Leadership
Dr Kiran Kakade
 
Leadership Styles
Leadership StylesLeadership Styles
Leadership Styles
Sanchit
 
Leadership
LeadershipLeadership
Leadership
Ultraspectra
 
Leadership
LeadershipLeadership
Leadership
Tareq Ahmed
 
Leadership & leadership skills
Leadership & leadership skillsLeadership & leadership skills
Leadership & leadership skills
Amit Jaglan
 
Leadership vs Management
Leadership vs ManagementLeadership vs Management
Leadership vs Management
Farhad Zargari
 

What's hot (20)

Leadership
LeadershipLeadership
Leadership
 
LEADERSHIP
LEADERSHIPLEADERSHIP
LEADERSHIP
 
Basic leadership-skills
Basic leadership-skillsBasic leadership-skills
Basic leadership-skills
 
Role of team leader, Qualities of Effective Team Leader, Belbin Team Roles
Role of team leader, Qualities of Effective Team Leader, Belbin Team RolesRole of team leader, Qualities of Effective Team Leader, Belbin Team Roles
Role of team leader, Qualities of Effective Team Leader, Belbin Team Roles
 
Emotional Intelligence and Leadership
Emotional Intelligence and LeadershipEmotional Intelligence and Leadership
Emotional Intelligence and Leadership
 
Leadership
LeadershipLeadership
Leadership
 
Leadership in Organizations
Leadership in OrganizationsLeadership in Organizations
Leadership in Organizations
 
Leadership Characteristics
Leadership CharacteristicsLeadership Characteristics
Leadership Characteristics
 
Ppt on leadership
Ppt on leadershipPpt on leadership
Ppt on leadership
 
Managing people
Managing peopleManaging people
Managing people
 
Leadership Fundamentals
Leadership FundamentalsLeadership Fundamentals
Leadership Fundamentals
 
Leadership vs. management
Leadership vs. managementLeadership vs. management
Leadership vs. management
 
Leadership
LeadershipLeadership
Leadership
 
Leadership
LeadershipLeadership
Leadership
 
Leadership
Leadership Leadership
Leadership
 
Leadership Styles
Leadership StylesLeadership Styles
Leadership Styles
 
Leadership
LeadershipLeadership
Leadership
 
Leadership
LeadershipLeadership
Leadership
 
Leadership & leadership skills
Leadership & leadership skillsLeadership & leadership skills
Leadership & leadership skills
 
Leadership vs Management
Leadership vs ManagementLeadership vs Management
Leadership vs Management
 

Viewers also liked

Management & Leadership
Management & LeadershipManagement & Leadership
Management & Leadership
InterQuest Group
 
KarienJoosteCV2015f.doc
KarienJoosteCV2015f.docKarienJoosteCV2015f.doc
KarienJoosteCV2015f.doc
Karien Jooste
 
Master class management and leadership training
Master class management   and leadership trainingMaster class management   and leadership training
Master class management and leadership training
yasser maksoud
 
Organizational leadership and management
Organizational leadership and managementOrganizational leadership and management
Organizational leadership and management
Jheng Interino
 
Rethinking leadership and management to drive innovation
Rethinking leadership and management to drive innovationRethinking leadership and management to drive innovation
Rethinking leadership and management to drive innovation
Stocker Partnership
 
Training Department - Leadership and Management competency
Training Department - Leadership and Management competencyTraining Department - Leadership and Management competency
Training Department - Leadership and Management competency
Laurence Yap M.A. (UM) CHRM
 
Transition into a new Management role
Transition into a new Management roleTransition into a new Management role
Transition into a new Management role
InterQuest Group
 
Business and Report Writing Skills
Business and Report Writing SkillsBusiness and Report Writing Skills
Business and Report Writing Skills
Charles Cotter, PhD
 
Managerial roles
Managerial rolesManagerial roles
Managerial roles
M Mehtab
 
Management and Leadership Presentation
Management and Leadership PresentationManagement and Leadership Presentation
Management and Leadership Presentation
Nico Schuster (德竹安)
 
Leadership, Management & Innovation
Leadership, Management & InnovationLeadership, Management & Innovation
Leadership, Management & Innovation
Jean-Charles Neau
 
Leadership ppt
Leadership pptLeadership ppt
Leadership ppt
Divya Rani
 
Leadership ppt presentation
Leadership ppt presentationLeadership ppt presentation
Leadership ppt presentation
Gayatri Shelke
 
Leadership Training Powerpoint
Leadership Training PowerpointLeadership Training Powerpoint
Leadership Training Powerpoint
Todd_Grivetti
 
Leadership Training
Leadership TrainingLeadership Training
Leadership Training
James Chung
 
Ppt on managerial skills
Ppt on managerial skillsPpt on managerial skills
Ppt on managerial skills
Dr. Sunil Kumar
 
Management vs. Leadership - Linked 2 Leadership
Management vs. Leadership  - Linked 2 LeadershipManagement vs. Leadership  - Linked 2 Leadership
Management vs. Leadership - Linked 2 Leadership
Linked 2 Leadership
 
Management and Leadership Training Presentation
Management and Leadership Training PresentationManagement and Leadership Training Presentation
Management and Leadership Training Presentation
Felcotech
 
Function, role and skill of a manager
Function, role and skill of a managerFunction, role and skill of a manager
Function, role and skill of a manager
Rejul Khan
 
Managers roles and skills
Managers roles and skillsManagers roles and skills
Managers roles and skills
Sabik T S
 

Viewers also liked (20)

Management & Leadership
Management & LeadershipManagement & Leadership
Management & Leadership
 
KarienJoosteCV2015f.doc
KarienJoosteCV2015f.docKarienJoosteCV2015f.doc
KarienJoosteCV2015f.doc
 
Master class management and leadership training
Master class management   and leadership trainingMaster class management   and leadership training
Master class management and leadership training
 
Organizational leadership and management
Organizational leadership and managementOrganizational leadership and management
Organizational leadership and management
 
Rethinking leadership and management to drive innovation
Rethinking leadership and management to drive innovationRethinking leadership and management to drive innovation
Rethinking leadership and management to drive innovation
 
Training Department - Leadership and Management competency
Training Department - Leadership and Management competencyTraining Department - Leadership and Management competency
Training Department - Leadership and Management competency
 
Transition into a new Management role
Transition into a new Management roleTransition into a new Management role
Transition into a new Management role
 
Business and Report Writing Skills
Business and Report Writing SkillsBusiness and Report Writing Skills
Business and Report Writing Skills
 
Managerial roles
Managerial rolesManagerial roles
Managerial roles
 
Management and Leadership Presentation
Management and Leadership PresentationManagement and Leadership Presentation
Management and Leadership Presentation
 
Leadership, Management & Innovation
Leadership, Management & InnovationLeadership, Management & Innovation
Leadership, Management & Innovation
 
Leadership ppt
Leadership pptLeadership ppt
Leadership ppt
 
Leadership ppt presentation
Leadership ppt presentationLeadership ppt presentation
Leadership ppt presentation
 
Leadership Training Powerpoint
Leadership Training PowerpointLeadership Training Powerpoint
Leadership Training Powerpoint
 
Leadership Training
Leadership TrainingLeadership Training
Leadership Training
 
Ppt on managerial skills
Ppt on managerial skillsPpt on managerial skills
Ppt on managerial skills
 
Management vs. Leadership - Linked 2 Leadership
Management vs. Leadership  - Linked 2 LeadershipManagement vs. Leadership  - Linked 2 Leadership
Management vs. Leadership - Linked 2 Leadership
 
Management and Leadership Training Presentation
Management and Leadership Training PresentationManagement and Leadership Training Presentation
Management and Leadership Training Presentation
 
Function, role and skill of a manager
Function, role and skill of a managerFunction, role and skill of a manager
Function, role and skill of a manager
 
Managers roles and skills
Managers roles and skillsManagers roles and skills
Managers roles and skills
 

Similar to Leadership and management Skills

Emotional Intelligence and Personal Effectiveness
Emotional Intelligence and Personal EffectivenessEmotional Intelligence and Personal Effectiveness
Emotional Intelligence and Personal Effectiveness
Charles Cotter, PhD
 
Emotional intelligence
Emotional intelligenceEmotional intelligence
Emotional intelligence
Charles Cotter, PhD
 
emotionalintelligence-160806062005 from slideshare Emotional Intelligence.pptx
emotionalintelligence-160806062005 from slideshare Emotional Intelligence.pptxemotionalintelligence-160806062005 from slideshare Emotional Intelligence.pptx
emotionalintelligence-160806062005 from slideshare Emotional Intelligence.pptx
MichelleBenning2
 
People management skills
People management skillsPeople management skills
People management skills
Charles Cotter, PhD
 
Esq , self efficacy and assertiveness
Esq , self efficacy and assertivenessEsq , self efficacy and assertiveness
Esq , self efficacy and assertiveness
Lee Oi Wah
 
Leadership & emotional intelligence
Leadership & emotional  intelligenceLeadership & emotional  intelligence
Leadership & emotional intelligence
Arun Kabra
 
emotional intelligence
 emotional intelligence emotional intelligence
emotional intelligence
Rajpal Aulakh
 
Emotional Intelligence - Assessing and Developing Competencies
Emotional Intelligence - Assessing and Developing CompetenciesEmotional Intelligence - Assessing and Developing Competencies
Emotional Intelligence - Assessing and Developing Competencies
Charles Cotter, PhD
 
Factors influencing
Factors influencingFactors influencing
Factors influencing
sana tulasi
 
Building your success
Building your successBuilding your success
Building your success
VISCAR INDUSTRIAL CAPACITY
 
"Scrum Masters and Emotional Intelligence" - by Hemant Gurav @ Scaling Agile ...
"Scrum Masters and Emotional Intelligence" - by Hemant Gurav @ Scaling Agile ..."Scrum Masters and Emotional Intelligence" - by Hemant Gurav @ Scaling Agile ...
"Scrum Masters and Emotional Intelligence" - by Hemant Gurav @ Scaling Agile ...
Innovation Roots
 
Leadership excellence-level 5 leadership
Leadership excellence-level 5 leadershipLeadership excellence-level 5 leadership
Leadership excellence-level 5 leadership
Sohan Khatri
 
7 habits-complete
7 habits-complete7 habits-complete
7 habits-complete
mm1694
 
MANAGERIAL EFFECTIVENESS
MANAGERIAL EFFECTIVENESSMANAGERIAL EFFECTIVENESS
MANAGERIAL EFFECTIVENESS
Reshma Ramesh
 
Emotional Intelligence.pptx
Emotional Intelligence.pptxEmotional Intelligence.pptx
Emotional Intelligence.pptx
saiprasannamudiraj
 
Emotional int
Emotional intEmotional int
Emotional intelligence
Emotional intelligenceEmotional intelligence
Emotional intelligence
Wajiha Muhammad Ismail
 
Leadership workshop
Leadership workshopLeadership workshop
Leadership workshop
Mohammed Maina
 
Emotional intelligence
Emotional intelligenceEmotional intelligence
Emotional intelligence
Dr. Manju N D
 
Presentation Emotional Intelligence.pptx
Presentation Emotional Intelligence.pptxPresentation Emotional Intelligence.pptx
Presentation Emotional Intelligence.pptx
SholinaPremchundDurg
 

Similar to Leadership and management Skills (20)

Emotional Intelligence and Personal Effectiveness
Emotional Intelligence and Personal EffectivenessEmotional Intelligence and Personal Effectiveness
Emotional Intelligence and Personal Effectiveness
 
Emotional intelligence
Emotional intelligenceEmotional intelligence
Emotional intelligence
 
emotionalintelligence-160806062005 from slideshare Emotional Intelligence.pptx
emotionalintelligence-160806062005 from slideshare Emotional Intelligence.pptxemotionalintelligence-160806062005 from slideshare Emotional Intelligence.pptx
emotionalintelligence-160806062005 from slideshare Emotional Intelligence.pptx
 
People management skills
People management skillsPeople management skills
People management skills
 
Esq , self efficacy and assertiveness
Esq , self efficacy and assertivenessEsq , self efficacy and assertiveness
Esq , self efficacy and assertiveness
 
Leadership & emotional intelligence
Leadership & emotional  intelligenceLeadership & emotional  intelligence
Leadership & emotional intelligence
 
emotional intelligence
 emotional intelligence emotional intelligence
emotional intelligence
 
Emotional Intelligence - Assessing and Developing Competencies
Emotional Intelligence - Assessing and Developing CompetenciesEmotional Intelligence - Assessing and Developing Competencies
Emotional Intelligence - Assessing and Developing Competencies
 
Factors influencing
Factors influencingFactors influencing
Factors influencing
 
Building your success
Building your successBuilding your success
Building your success
 
"Scrum Masters and Emotional Intelligence" - by Hemant Gurav @ Scaling Agile ...
"Scrum Masters and Emotional Intelligence" - by Hemant Gurav @ Scaling Agile ..."Scrum Masters and Emotional Intelligence" - by Hemant Gurav @ Scaling Agile ...
"Scrum Masters and Emotional Intelligence" - by Hemant Gurav @ Scaling Agile ...
 
Leadership excellence-level 5 leadership
Leadership excellence-level 5 leadershipLeadership excellence-level 5 leadership
Leadership excellence-level 5 leadership
 
7 habits-complete
7 habits-complete7 habits-complete
7 habits-complete
 
MANAGERIAL EFFECTIVENESS
MANAGERIAL EFFECTIVENESSMANAGERIAL EFFECTIVENESS
MANAGERIAL EFFECTIVENESS
 
Emotional Intelligence.pptx
Emotional Intelligence.pptxEmotional Intelligence.pptx
Emotional Intelligence.pptx
 
Emotional int
Emotional intEmotional int
Emotional int
 
Emotional intelligence
Emotional intelligenceEmotional intelligence
Emotional intelligence
 
Leadership workshop
Leadership workshopLeadership workshop
Leadership workshop
 
Emotional intelligence
Emotional intelligenceEmotional intelligence
Emotional intelligence
 
Presentation Emotional Intelligence.pptx
Presentation Emotional Intelligence.pptxPresentation Emotional Intelligence.pptx
Presentation Emotional Intelligence.pptx
 

More from Charles Cotter, PhD

Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Charles Cotter, PhD
 
Strategic Talent Management and Development.pdf
Strategic Talent Management and Development.pdfStrategic Talent Management and Development.pdf
Strategic Talent Management and Development.pdf
Charles Cotter, PhD
 
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
Charles Cotter, PhD
 
Performance Management_Strategic Lever of Organizational Sustainability_15 No...
Performance Management_Strategic Lever of Organizational Sustainability_15 No...Performance Management_Strategic Lever of Organizational Sustainability_15 No...
Performance Management_Strategic Lever of Organizational Sustainability_15 No...
Charles Cotter, PhD
 
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
Charles Cotter, PhD
 
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
Charles Cotter, PhD
 
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
Charles Cotter, PhD
 
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
Charles Cotter, PhD
 
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdfHRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
Charles Cotter, PhD
 
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles CotterStrategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
Charles Cotter, PhD
 
TESTIMONIALS_Dr Charles Cotter.pdf
TESTIMONIALS_Dr Charles Cotter.pdfTESTIMONIALS_Dr Charles Cotter.pdf
TESTIMONIALS_Dr Charles Cotter.pdf
Charles Cotter, PhD
 
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdf
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdfEvidence based Talent Analytics and Data driven Talent Management Strategies.pdf
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdf
Charles Cotter, PhD
 
Learning Prospectus_Dr Charles Cotter_2023.pdf
Learning Prospectus_Dr Charles Cotter_2023.pdfLearning Prospectus_Dr Charles Cotter_2023.pdf
Learning Prospectus_Dr Charles Cotter_2023.pdf
Charles Cotter, PhD
 
Biography_Charles Cotter_April 2023.pdf
Biography_Charles Cotter_April 2023.pdfBiography_Charles Cotter_April 2023.pdf
Biography_Charles Cotter_April 2023.pdf
Charles Cotter, PhD
 
Effective Communication_Interpersonal_Conflict Resolution Skills.pdf
Effective Communication_Interpersonal_Conflict Resolution Skills.pdfEffective Communication_Interpersonal_Conflict Resolution Skills.pdf
Effective Communication_Interpersonal_Conflict Resolution Skills.pdf
Charles Cotter, PhD
 
Strategic Talent Management_Best Practice Principles and Processes.pdf
Strategic Talent Management_Best Practice Principles and Processes.pdfStrategic Talent Management_Best Practice Principles and Processes.pdf
Strategic Talent Management_Best Practice Principles and Processes.pdf
Charles Cotter, PhD
 
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
Charles Cotter, PhD
 
Talent Management Masterclass: Best practice principles and processes
Talent Management Masterclass: Best practice principles and processesTalent Management Masterclass: Best practice principles and processes
Talent Management Masterclass: Best practice principles and processes
Charles Cotter, PhD
 
Positive Communication for Management_Principles and Techniques
Positive Communication for Management_Principles and Techniques Positive Communication for Management_Principles and Techniques
Positive Communication for Management_Principles and Techniques
Charles Cotter, PhD
 
Team Development_Best practice principles and processes_25 26 November 2021
Team Development_Best practice principles and processes_25 26 November 2021Team Development_Best practice principles and processes_25 26 November 2021
Team Development_Best practice principles and processes_25 26 November 2021
Charles Cotter, PhD
 

More from Charles Cotter, PhD (20)

Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Strategic Talent Management and Development.pdf
Strategic Talent Management and Development.pdfStrategic Talent Management and Development.pdf
Strategic Talent Management and Development.pdf
 
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
4 Critical Success Factors to Build Sustainable Remuneration Strategies_Balan...
 
Performance Management_Strategic Lever of Organizational Sustainability_15 No...
Performance Management_Strategic Lever of Organizational Sustainability_15 No...Performance Management_Strategic Lever of Organizational Sustainability_15 No...
Performance Management_Strategic Lever of Organizational Sustainability_15 No...
 
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
PERFORMANCE MANAGEMENT – BEST PRACTICE PRINCIPLES_PROCESS_TOOLS_Facilitated b...
 
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
STRATEGIC LEARNING AND DEVELOPMENT_L&D METRICS AND ANALYTICS_Facilitated by D...
 
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
STRATEGIC TALENT MANAGEMENT_Facilitated by Dr Charles Cotter_Training Brochur...
 
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
Management and Leadership Skills_Facilitated by Dr Charles Cotter_Training Br...
 
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdfHRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
HRM Metrics and Scorecards_Training Brochure_Presented by Dr Charles Cotter.pdf
 
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles CotterStrategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
Strategic HRM and HRBP Training Brochure_Facilitated by Dr Charles Cotter
 
TESTIMONIALS_Dr Charles Cotter.pdf
TESTIMONIALS_Dr Charles Cotter.pdfTESTIMONIALS_Dr Charles Cotter.pdf
TESTIMONIALS_Dr Charles Cotter.pdf
 
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdf
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdfEvidence based Talent Analytics and Data driven Talent Management Strategies.pdf
Evidence based Talent Analytics and Data driven Talent Management Strategies.pdf
 
Learning Prospectus_Dr Charles Cotter_2023.pdf
Learning Prospectus_Dr Charles Cotter_2023.pdfLearning Prospectus_Dr Charles Cotter_2023.pdf
Learning Prospectus_Dr Charles Cotter_2023.pdf
 
Biography_Charles Cotter_April 2023.pdf
Biography_Charles Cotter_April 2023.pdfBiography_Charles Cotter_April 2023.pdf
Biography_Charles Cotter_April 2023.pdf
 
Effective Communication_Interpersonal_Conflict Resolution Skills.pdf
Effective Communication_Interpersonal_Conflict Resolution Skills.pdfEffective Communication_Interpersonal_Conflict Resolution Skills.pdf
Effective Communication_Interpersonal_Conflict Resolution Skills.pdf
 
Strategic Talent Management_Best Practice Principles and Processes.pdf
Strategic Talent Management_Best Practice Principles and Processes.pdfStrategic Talent Management_Best Practice Principles and Processes.pdf
Strategic Talent Management_Best Practice Principles and Processes.pdf
 
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...
 
Talent Management Masterclass: Best practice principles and processes
Talent Management Masterclass: Best practice principles and processesTalent Management Masterclass: Best practice principles and processes
Talent Management Masterclass: Best practice principles and processes
 
Positive Communication for Management_Principles and Techniques
Positive Communication for Management_Principles and Techniques Positive Communication for Management_Principles and Techniques
Positive Communication for Management_Principles and Techniques
 
Team Development_Best practice principles and processes_25 26 November 2021
Team Development_Best practice principles and processes_25 26 November 2021Team Development_Best practice principles and processes_25 26 November 2021
Team Development_Best practice principles and processes_25 26 November 2021
 

Recently uploaded

Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel ChartSatta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
GKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt PresentationGKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt Presentation
GraceKohler1
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
jeffkluth1
 
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
APCO
 
Pitch Deck Teardown: Kinnect's $250k Angel deck
Pitch Deck Teardown: Kinnect's $250k Angel deckPitch Deck Teardown: Kinnect's $250k Angel deck
Pitch Deck Teardown: Kinnect's $250k Angel deck
HajeJanKamps
 
The latest Heat Pump Manual from Newentide
The latest Heat Pump Manual from NewentideThe latest Heat Pump Manual from Newentide
The latest Heat Pump Manual from Newentide
JoeYangGreatMachiner
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
Adnet Communications
 
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Stone Art Hub
 
Best practices for project execution and delivery
Best practices for project execution and deliveryBest practices for project execution and delivery
Best practices for project execution and delivery
CLIVE MINCHIN
 
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto RicoAuthentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto Rico
Corey Perlman, Social Media Speaker and Consultant
 
Digital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital ExcellenceDigital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital Excellence
Operational Excellence Consulting
 
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
SOFTTECHHUB
 
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
bosssp10
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
hartfordclub1
 
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your TasteZodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
my Pandit
 
Income Tax exemption for Start up : Section 80 IAC
Income Tax  exemption for Start up : Section 80 IACIncome Tax  exemption for Start up : Section 80 IAC
Income Tax exemption for Start up : Section 80 IAC
CA Dr. Prithvi Ranjan Parhi
 
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Kalyan Satta Matka Guessing Matka Result Main Bazar chart
 
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
Lacey Max
 
2022 Vintage Roman Numerals Men Rings
2022 Vintage Roman  Numerals  Men  Rings2022 Vintage Roman  Numerals  Men  Rings
2022 Vintage Roman Numerals Men Rings
aragme
 

Recently uploaded (20)

Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel ChartSatta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
 
GKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt PresentationGKohler - Retail Scavenger Hunt Presentation
GKohler - Retail Scavenger Hunt Presentation
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
 
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
 
Pitch Deck Teardown: Kinnect's $250k Angel deck
Pitch Deck Teardown: Kinnect's $250k Angel deckPitch Deck Teardown: Kinnect's $250k Angel deck
Pitch Deck Teardown: Kinnect's $250k Angel deck
 
The latest Heat Pump Manual from Newentide
The latest Heat Pump Manual from NewentideThe latest Heat Pump Manual from Newentide
The latest Heat Pump Manual from Newentide
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
 
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
 
Best practices for project execution and delivery
Best practices for project execution and deliveryBest practices for project execution and delivery
Best practices for project execution and delivery
 
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto RicoAuthentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto Rico
 
Digital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital ExcellenceDigital Transformation Frameworks: Driving Digital Excellence
Digital Transformation Frameworks: Driving Digital Excellence
 
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
Hamster Kombat' Telegram Game Surpasses 100 Million Players—Token Release Sch...
 
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
 
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf2024-6-01-IMPACTSilver-Corp-Presentation.pdf
2024-6-01-IMPACTSilver-Corp-Presentation.pdf
 
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your TasteZodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
 
Income Tax exemption for Start up : Section 80 IAC
Income Tax  exemption for Start up : Section 80 IACIncome Tax  exemption for Start up : Section 80 IAC
Income Tax exemption for Start up : Section 80 IAC
 
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Fin...
 
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
 
2022 Vintage Roman Numerals Men Rings
2022 Vintage Roman  Numerals  Men  Rings2022 Vintage Roman  Numerals  Men  Rings
2022 Vintage Roman Numerals Men Rings
 

Leadership and management Skills

  • 1. EFFECTIVE LEADERSHIP AND MANAGEMENT SKILLS CHARLES COTTER EMPEROR’S PALACE 11-12 JULY 2016 www.slideshare.net/CharlesCotter
  • 2. TRAINING PROGRAMME OVERVIEW • THE NATURE AND DEFINITION OF LEADERSHIP • DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT • EFFECTIVE LEADERSHIP BEHAVIOURS • INTERPERSONAL SKILLS AND EFFECTIVE COMMUNICATIONS • CONFLICT MANAGEMENT • BUILDING AND MOTIVATING TEAMS • PERFORMANCE MANAGEMENT AND COUNSELING • CHANGE MANAGEMENT
  • 3. INTRODUCTORY ACTIVITY • Complete the statement by inserting one (1) word only. To be an effective manager/leader, the most important characteristic/trait is………………………………….. • Now find other learners with the same word as you. • Jot these words down on the flip-chart. • Each learner will have the opportunity to elaborate on their chosen word.
  • 4.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11. LEARNING ACTIVITY 1 • Group Discussion: • Do you agree with the statement that managers and leaders are different? • Justify and motivate your answer by providing these distinctive differences and/or similarities.
  • 12. EFFECTIVE LEADERSHIP BEHAVIOURS • Leadership values • Leadership roles
  • 13.
  • 14. LEARNING ACTIVITY 2 • Group Discussion: • By referring to the provided leadership values and roles, critically evaluate and rate yourself (use a rating scale of 1- 5) as a leader in demonstrating and fulfilling these values and roles, respectively. • Leadership values • Leadership roles • For each of these values and roles, identify personal leadership gaps and develop self-improvement strategies to enhance your leadership ability.
  • 15. INTERPERSONAL SKILLS AND EFFECTIVE COMMUNICATIONS • The value and importance of effective communication as a leader • Open and respectful communication • Improving communication skills • Effective team meeting procedure and practice
  • 16.
  • 17. BARRIERS TO EFFECTIVE COMMUNICATION • Intra-personal • Interpersonal • Structural • Physical, technological and/or environmental
  • 18. EFFECTIVE TEAM MEETING PROCEDURE AND PRACTICE • Criteria for effective meetings • The Meeting's Objective • Use Time Wisely • Satisfying Participants that a Sensible Process Has Been Followed • Planning your meeting • Roles and Responsibilities of Chairperson/Facilitator
  • 19. LEARNING ACTIVITY 3 • Group Discussion: • By referring to the barriers to effective communication, from your experience as a Team Leader, identify the most common causes of communication break-downs between yourself and your manager and other colleagues. Propose solutions to these identified communication break-downs. • Identify the best practice criteria for an effective and productive team meeting. Define your roles and responsibilities as the chairperson in facilitating these positive outcomes.
  • 21.
  • 23.
  • 24. BUILDING CREDIBILITY • The Credibility Formula as: Credibility = Integrity + Expertise. • Achieving a distinguishable level of follower faith and loyalty is certainly not an overnight occurrence and can be achieved only through openness; committed people investment and a proven scorecard of leadership and performance excellence. • Leader behaviour, actions and decisions congruent with reliability, fairness, consistency and transparency are instrumental values which can enhance follower perception of the leader’s reputation, standing and eventually, their willingness to follow and support that leader.
  • 25. TRUST ENHANCING STRATEGIES • Open and transparent communication • Mutual respect and tolerance for individual differences • Demonstrated care and sincere interest • Recognition for the value of each individual team member • Co-operation and shared commitment
  • 26.
  • 27. DEFINING EMOTIONAL INTELLIGENCE (EQ) • EQ is the skill to recognize different emotions in yourself and the world around you and to interpret and use these emotions to enhance your quality of life. • EQ is a set of abilities that helps you manage your emotions and relate to others. • EQ is the ability to recognize your emotions, understand what they're telling you and realize how your emotions affect people around you. • EQ is the ability to understand and manage both your own emotions and those of the people around you.
  • 29. THE FIVE (5) COMPETENCIES OF EQ
  • 31. SELF AWARENESS • It must come first because if we don’t know ourselves and what we’re feeling, how can we possibly know or understand someone else and how they feel? • Self-awareness is about knowing what drives us and what we’re passionate about. • The more we know about ourselves, the better we are able to control and choose what kind of behaviours we’’ display in a work setting. • Without self-awareness, our emotions can blind us and guide us to do things or to become people we really don’t want to be. • If we are aware of our feelings and thoughts, we can choose how we will act or react in a given situation or to a certain person. • With this choice comes power - the kind of intrinsic power that no one can take away from us.
  • 32. SELF AWARENESS • People with high emotional intelligence are usually very self-aware. • They understand their emotions, and because of this, they don't let their feelings rule them. • They're confident – because they trust their intuition and don't let their emotions get out of control. • They're also willing to take an honest look at themselves. • They know their strengths and weaknesses, and they work on these areas so they can perform better.
  • 33. SELF REGULATION • The second step is to regulate those feelings and manage them so they do more good than harm. • Our passions can be contagious and energize others, but our ranting and ravings can damage work relations beyond repair. • Checking those emotions is what self-regulation is all about. It’s giving the rational side time to temper our feelings when needed. • When we are angry, we cannot make good decisions and often react inappropriately by blowing an incident out of proportion - we lose our perspective. • By learning to manage our emotions, we become more adaptable and innovative in stressful situations.
  • 34.
  • 35. SELF REGULATION • Self-regulation helps us act intentionally rather than reactively. • Self-regulation helps us act deliberately and not destructively. • Self-Regulation is the ability to control emotions and impulses. • People who self-regulate typically don't allow themselves to become too angry or jealous, and they don't make impulsive, careless decisions - they think before they act. • Characteristics of self-regulation are thoughtfulness, comfort with change, integrity and the ability to say no.
  • 37. SELF MOTIVATION • The third step is to direct the power of our emotions towards a purpose that will motivate and inspire us. • Self-motivation is about visualizing the achievement of a goal and taking the necessary steps to get there. • Athletes use their emotions to psyche themselves up for competition. • The same technique is effective in the workplace to raise job performance. • “Self-motivated people can envision reaching the goal which gives meaning to the mundane.” • “Stand firm even when you are buffeted by events and emotions.”
  • 38. SELF MOTIVATION • The strongly self-motivated workers also accept change and are more flexible. New twists and unexpected turns don’t bend them out of shape. • They have better attitudes, take more initiative and do balanced risk taking. But most of all, self-motivated employees persist toward goals, despite obstacles and setbacks. • People with a high degree of emotional intelligence are usually motivated. • They're willing to defer immediate results for long-term success. • They're highly productive, love a challenge, and are very effective in whatever they do.
  • 39. EMPATHY • Empathy is defined as an outwardly-looking approach to managing relationships that enables people to see from another person’s perspective. • It means responding to others appropriately with sensitivity and compassion. • Empathy begins with listening i.e. with the purpose to understand and respond and display sensitivity and concern. • “Nobody in life will listen to us unless they feel we have listened to them.” • A team leader, who is empathetic, listens and responds and naturally displays sensitivity and concern - this makes a connection with people. • It is important for team leaders to be attuned to different people’s needs and emotional responses as well as reading these cues.
  • 40. EMPATHY • “Empathy is the glue that will bind the group together to work successfully.” • The ability to model empathy is the best way to motivate others. • Empathetic people are usually excellent at managing relationships, listening and relating to others. • They avoid stereotyping and judging too quickly and they live their lives in a very open, honest way.
  • 41. RELATIONSHIP/SOCIAL SKILLS • This fifth competency is about interacting with people successfully and being adept at managing emotions in others. • With heightened social skills, leaders are better communicators and better collaborators. • It's usually easy to talk to and like people with good social skills, another sign of high emotional intelligence. • Those with strong social skills are typically team players. • Rather than focus on their own success first, they help others develop and shine. • They can manage disputes, are excellent communicators, and are masters at building and maintaining relationships.
  • 42. THE VALUE OF SOCIAL AND RELATIONAL CAPITAL • “The new business currency is human (social) and relational capital, not financial capital. Given the economic downturn, the value of financial capital is depreciating, whereas social and relational capital is exponentially appreciating and yields a significant positive return-on-investment (ROI).” Charles Cotter (2016)
  • 43. SUMMARY OF EQ COMPETENCIES
  • 44. LEARNING ACTIVITY 4 • Group discussion: • As a Team Leader, describe how you can enhance your interpersonal competencies by concentrating on the following skills: Relationship-building Emotional Intelligence
  • 45.
  • 46. THE FUNDAMENTALS OF CONFLICT MANAGEMENT • Defining conflict • Differentiating between functional and dysfunctional conflict • Identifying the causes/sources of conflict • Indicators/warning signals of conflict
  • 47. FUNCTIONAL AND DYSFUNCTIONAL CONFLICT • Functional conflict leads to open discussion, a better understanding of differences, innovative solutions and greater commitment. • Functional conflict contributes to the achievement of organizational goals and enhances relationship-building. • Dysfunctional conflict tends be more focused on emotions than on the goal/task at hand known as affect conflict/interpersonal conflict, it is destructive when a solution is not reached, energy is diverted away from the core problem and morale is negatively affected. • Dysfunctional conflict is detrimental to relationships within the team and team performance.
  • 48. CAUSES/SOURCES OF CONFLICT • Intra-personal • Interpersonal • Intra-group • Inter-group
  • 49. INDICATORS/WARNING SIGNS OF CONFLICT • Signs of conflict between individuals • Signs of conflict between groups of people
  • 50. OPTIMAL LEVELS OF CONFLICT
  • 51. ADVANTAGES OF OPTIMAL LEVELS OF CONFLICT • Co-operation from team members • Improved performance and productivity • Reduced stress and preserved integrity • Solve problems as quickly as possible • Improved relationships and teamwork • Enhanced creativity • Increased staff morale
  • 52. LEARNING ACTIVITY 5 • Group Discussion: • From your experience as a manager, write notes on the following conflict management-related aspects: • By referring to the three (3) types of conflict, identify one (1) example of current or recent workplace conflict in your organization. • For each of the above examples, indicate whether these examples are functional or dysfunctional conflict. Substantiate your answer. • For each of the above examples, describe the indicators/warning signs of each example. • By referring to these indicators, describe what you as a team leader can do, to nip dysfunctional conflict in the bud, thereby not allowing the conflict to escalate out of control.
  • 53. LEARNING ACTIVITY 6 • Individual activity: • Complete the 30 question/item Thomas- Kilmann Conflict Mode instrument/questionnaire and by using the scoring sheet, determine your predominant conflict management style.
  • 54. CONFLICT RESOLUTION STYLES • Shark (Competing) • Turtle (Avoiding) • Fox (Compromising) • Teddy-bear (Accommodating) • Owl (Collaborating)
  • 56. SHARK CHARACTERISTICS • Sharks use a forcing or competing conflict management style • Sharks are highly goal-oriented • Relationships take on a lower priority • Sharks do not hesitate to use aggressive behaviour to resolve conflicts • Sharks can be autocratic, authoritative, and uncooperative; threatening and intimidating • Sharks have a need to win; therefore others must lose, creating win-lose situations • Advantage: If the shark's decision is correct, a better decision without compromise can result • Disadvantage: May breed hostility and resentment toward the person using it
  • 57. TURTLE CHARACTERISTICS • Turtles adopt an avoiding or withdrawing conflict management style • Turtles would rather hide and ignore conflict than resolve it; this leads them uncooperative and unassertive • Turtles tend to give up personal goals and display passive behaviour creating lose-lose situations • Advantage: may help to maintain relationships that would be hurt by conflict resolution • Disadvantage: Conflicts remain unresolved, overuse of the style leads to others walking over them
  • 58. FOX CHARACTERISTICS • Foxes use a compromising conflict management style; concern is for goals and relationships • Foxes are willing to sacrifice some of their goals while persuading others to give up part of theirs • Compromise is assertive and cooperative-result is either win-lose or lose-lose • Advantage: relationships are maintained and conflicts are removed • Disadvantage: compromise may create less than ideal outcome and game playing can result
  • 59. TEDDY-BEAR CHARACTERISTICS • Teddy bears use a smoothing or accommodating conflict management style with emphasis on human relationships • Teddy bears ignore their own goals and resolve conflict by giving into others; unassertive and cooperative creating a win-lose (bear is loser) situation • Advantage: Accommodating maintains relationships • Disadvantage: Giving in may not be productive, bear may be taken advantage of
  • 60. OWL CHARACTERISTICS • Owls use a collaborating or problem confronting conflict management style valuing their goals and relationships • Owls view conflicts as problems to be solved finding solutions agreeable to all sides (win-win) • Advantage: both sides get what they want and negative feelings eliminated • Disadvantage: takes a great deal of time and effort
  • 61. THE 4-STEP CONFLICT RESOLUTION PROCESS – THERAPEUTIC MODEL • Step 1: Identify sources of potential and actual conflict (DIAGNOSIS) • Step 2: Develop conflict resolution strategies/techniques (EXAMINATION) • Step 3: Apply conflict resolution strategies/techniques (REMEDY) • Step 4: Control and review the effectiveness of the conflict resolution strategy/technique (FOLLOW-UP)
  • 62. STEP 1: DIAGNOSIS • Identify the sources/causes of conflict: Intra-personal Interpersonal Intra-group or Inter-group • The best approach to manage conflict effectively is to be proactive.
  • 63. STEP 2: EXAMINATION • Develop conflict resolution strategies/techniques:  Shark (Competing)  Turtle (Avoiding)  Fox (Compromising)  Teddy-bear (Accommodating)  Owl (Collaborating) • There is no one best way to deal with conflict. It is dependent on the current situation as well as the team members involved in the conflict. • The golden rule is that managers should take prompt action in resolving conflict. • By failing to act, it may result in the conflict escalating beyond control and “spreading like a cancer” negatively affecting team performance and relationships.
  • 64. STEP 3: REMEDY • Apply conflict resolution strategies/techniques • The key is to match strategies to situations • Influential considerations: Time pressure Issue importance Relationship importance Relative power
  • 65. STEP 4: FOLLOW-UP • Managers will need to confirm whether this technique has adequately resolved the conflict. • In the event that this dysfunctional conflict persists, managers may have to resort to alternative (third party) strategies: Mediation Counseling Organizational development (OD) interventions
  • 66. CONFLICT MANAGEMENT GUIDING PRINCIPLES – TIPS AND TECHNIQUES
  • 67. LEARNING ACTIVITY 7 • Group Discussion: • Identify a current conflict situation in your work team. Apply the 4-step conflict resolution process, to find a solution for this conflict.
  • 69. BENEFITS OF A MOTIVATED WORKFORCE • Quality performance • High levels of productivity (“a team member is a productive team member”) • High levels of commitment (to both the team and organization) • High levels of team cohesion
  • 70. THE PIVOTAL MOTIVATIONAL ROLE OF THE TEAM LEADER
  • 71.
  • 72.
  • 73. STAGES OF TEAM DEVELOPMENT
  • 74. LEARNING ACTIVITY 8 • Group discussion: • As a Team Leader, describe how you can motivate and inspire your team members. • As a Team Leader, describe how you can accelerate your team development maturity to the most sophisticate stage i.e. performing.
  • 75.
  • 77. CAUSES OF POOR PERFORMANCE • Personal problems • Skills/competence • Lack of resources • Organizational factors
  • 78. LEARNING ACTIVITY 9 • Group Discussion: • By referring to the Performance Matrix, indicate how you will manage the performance of each of the four types of employee.
  • 81. CHANGE TRANSITION CURVE AND APPROPRIATE LEADERSHIP ACTIONS
  • 82. LEARNING ACTIVITY 10 • Group Discussion: • As a manager, describe how you can accelerate and guide employees through the change transition cycle for the most sophisticated/mature stage, commitment.
  • 83. CONCLUSION • Key points • Summary • Questions
  • 84. CONTACT DETAILS • Charles Cotter • (+27) 84 562 9446 • charlescot@polka.co.za • LinkedIn • Twitter: Charles_Cotter • http://www.slideshare.net/CharlesCotter