Learn about, leadership essentials, personal leadership mastery, leadership effectiveness, situational leadership, the art of influence and goal setting
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
leadership
,
the essence of leadership
,
leadership & management
,
importance of leadership
,
theories of leadership
,
behavioural theory
,
difference between managers & leaders
,
managerial grid
,
based on assumptions about people
,
trait theory
,
laissez –faire or free rein style
,
formal & informal leadership
,
leadership styles
,
participative or democratic style
,
autocratic or authoritarian style
,
based on authority retained
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership Powerpoint Presentation Slides. It's iridescence increases interest. https://bit.ly/3x4FNNn
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
This is part of a presentation that deals with basic principles of leadership. It looks at certain changes that occurred in leadership theory over the last decades, and ends with a discussion on relational leadership models.
leadership concept types feature, Features of LeadershipSyed Imran Hosen
What is Leadership
Features of Leadership
leadership Types
Leadership Styles
The Autocratic or Authoritarian Leader
The Laissez-faire or Delegative Leader
The Charismatic Leader
The Servant Leader
The leader
Democratic leadership should not be used when …
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership Powerpoint Presentation Slides. It's iridescence increases interest. https://bit.ly/3x4FNNn
Seminar conducted at Manuel L. Quezon High School, Manila Philippines September 1, 2007. Presentation showing qualities of leaders and leadership styles.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Theories & Approaches to Leadership: An OverviewKimberly White
A brief overview of leadership, including pre-1970 leadership theories and a handful of contemporary approaches to leadership. Theorists include Bass & Burns, Greenleaf, Astin & Astin, Heifetz, Maxwell, Sinek, and Collins.
This is part of a presentation that deals with basic principles of leadership. It looks at certain changes that occurred in leadership theory over the last decades, and ends with a discussion on relational leadership models.
leadership concept types feature, Features of LeadershipSyed Imran Hosen
What is Leadership
Features of Leadership
leadership Types
Leadership Styles
The Autocratic or Authoritarian Leader
The Laissez-faire or Delegative Leader
The Charismatic Leader
The Servant Leader
The leader
Democratic leadership should not be used when …
Behavioral Theories Of Leadership Powerpoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly. Good habits evolve with our Behavioral Theories Of Leadership Powerpoint Presentation Slides. They are based on the best customs. https://bit.ly/3yJHgK0
Behavioral Theories Of Leadership PowerPoint Presentation SlidesSlideTeam
Need to present types of behavior and personality traits associated with effective leadership? To help you out in presenting management theories, we have come up with content-ready behavioral theories of leadership PowerPoint presentation. This leadership behavioral approaches PPT design contains slides such as definition, who is a leader, quotes, difference between leaders and managers, qualities of good leader, formal and informal, styles of leadership, entrepreneurial and transactional, four components, trait, contingency and behavioral and situational theory, traits and skills, managerial grid, Fielder's contingency model, LPC scale, path goal theory, Hersey and Blanchard's, member exchange theory, normative decision model, participative process and participative decision making. Additionally, with this studies of leadership PowerPoint template, you can present topics like situation and trait based leadership, organizational behavior, business management, transformational leadership, contingency approaches, behavior learning theory, governance model, behaviors of manager, functional leadership etc. Download our behavioral theories of leadership presentation slides to convey your message convincingly.Good habits evolve with our Behavioral Theories Of Leadership PowerPoint Presentation Slides. They are based on the best customs.
CHAPTER SIX
LEADING/ DIRECTING FUNCTION
Learning Objectives:
To understand the meaning and nature of direction.
Present leadership theories and styles.
Present motivation theories.
Discuss the meaning and importance of communication.
Understand the types and forms of communication.
Understand the meaning, importance and techniques of coordination
5.1. INTRODUCTION
People are the most important resource in an organization. To achieve organizational objectives HR should be directed towards the accomplishment of goals. Hence, the successful achievement of organizational objectives is greatly the manifestation of the managers’ ability to lead employees.
5.2. MEANING AND NATURE OF DIRECTION
Direction is a vital managerial function, performed by every manager. Whenever decision is taken, it must be converted into action by proper implementation. Otherwise, it is of no use. Effective implementation of a decision is made possible by directions. Planning, organizing and staffing are concerned only with the preparation for work performance and it is the direction which stimulates the organization and its staff to execute the plans. Hence, it is also called ‘management-in-action’. Every manager gives direction to his subordinates as superior and receives directions as subordinate from his superior.
Different authors define leading in different ways, but the general ideas of each definition give the same messages. Therefore, directing is simply defined as;
The process of influencing people so that they will contribute to the organization & group goals or actuating organizational members to work efficiently & effectively for the attainment of organizational goals /objectives. Influencing means motivating people to contribute their maximum efforts for the achievement of organizational goals; but it does not to mean coercing/ forcing, imposing sanctions or pushing people at the behind.
A function of management which is related with instructing, guiding and inspiring human factor in the organization to achieve organizational mission and objectives.
According to Koontz and O’Donnel, “Direction is a complex function that includes all those activities which are designed to encourage subordinates to work effectively and efficiently in both the short and long term”.
Directing is the process of integrating the people with the organization, so as to obtain their willingness and enthusiastic co-operation for the achievement of its goals. It requires the integration of organizational & individual goals. It is the heart of managerial functions because it involves initiating actions.
5.3. ELEMENTS OF DIRECTING
Employees as individual or group members, contribute their efforts & abilities to achieve organizational goals which can result in advancement towards their own individual or group goals. Managers to direct individuals require three basic elements. They are
1. Leadership
2. Motivation &
3. Communication
Wish to implement leadership strategies that influence, engage and encourage excellence performance in the organization? SlideTeam has come up with content ready leadership PowerPoint presentation slides to portray the management abilities of the workforce. These team management PPT templates include slides like leadership introduction, leadership vs. management, control styles and theories, participating captaincy process, strategic management, business theory, adaptive performance, group cohesion, communication patterns and many more. Apart from this, if you want customized designs for your presentation, our design team is at your service. Our predesigned leader-member exchange theory presentation can be used for the topics like leadership skills and training, qualities of leadership, leadership in management, leadership strategies & practices, productive guidance etc. Click and download our leadership PowerPoint presentation templates and make your team efficient. Folks are enthralled by the explosion of colors in our Leadership PowerPoint Presentation Slides. It's iridescence increases interest
Currently, the global and the domestic automotive market is facing unprecedented competition. The breakthroughs in automotive technology from industrial revolution has changed the landscape of the industry where countries from the west, which once dominated the automotive industry are facing stiff competition from new emerging markets from the east.
The objective is to bring about improvements in all levels of the after sales operations in workshops. The growth, profitability and sustainability of the after sales dealerships are possible when the business is managed in an effective and efficient manner.
The chapters in the book covers all matters pertaining to the after sales operations, written in an easy-to-understand manner for practical and straightforward implementation across dealerships.
MATLAMAT PEKERJA & MATLAMAT SYARIKAT
MEMAHAMI PENGURUSAN
MEMBINA KEYAKINAN DIRI
KOMUNIKASI BERKESAN
KAEDAH PENYELESAIAN MASALAH & MEMBUAT KEPUTUSAN
CIRI CIRI KEPIMPINAN
Islam sebagai agama universal adalah hak sejagat semua manusia yang menghuni di muka bumi ciptaan Allah swt ini. Islam adalah cara hidup menurut acuan Allah swt , ibarat sebuah kompas yang memandu kehidupan manusia di muka bumi ini.
Apabila manusia mematuhi segala perintah dan menjauhi segala larangan Allah swt saperti mana yang termaktub dalam kitab suci Al Quran, ianya akan membawa kepada kesejahteraan dan kejayaan hidup mereka di dunia dan di akhirat. Ini adalah janji Allah swt kepada semua ciptaanNya dan sememangnya Allah swt tidak memungkiri janji.
Buku “Islam Untuk Semua” ini adalah gabungan bersama dua buah buku yang bertajuk "Mengembalikan Kepercayaan Anda", tulisan Maulana Kaleem Siddiqui dan "Jawapan kepada Pertanyaan Paling Umum yang Ditanyakan oleh Orang Bukan Islam", penulisan Dr Zakir Naik.
Kedua buah buku tersebut di susun dan di terjemahkan dalam Bahasa Melayu, khusus buat membaca di nusantara di Malaysia dan di Indonesia. Buku ini boleh digunakan untuk memanfaatkan diri sendiri dan untuk usaha dakwah sesama saudara Islam dan bukan Islam, InsyaAllah.
Isi kandungan buku ini bertujuan untuk memberikan penerangan yang jelas berkaitan Islam dengan cara yang mudah difahami dan menyakinan pembaca yang beragama
Islam dan bukan Islam. Dengan wujudnya pengertian dan kefahaman yang benar tentang Islam, maka ianya akan memudahkan penerimaan Islam, khususnya di kalangan mereka yang bukan Islam.
Apabila manusia sejagat menerima dan beramal dengan Islam, kedamaian, keharmonian dan keselamatan hidup mereka akan terserlah. Ini dengan izin Allah swt akan membawa kepada kejayaan dalam kehidupan setiap insan, di dunia dan diakhirat.
Sememangnya, pembaca akan yakin dengan kebenaran yang di nukilkan dalam buku ini, hanya apabila mereka membacanya tanpa sebarang prejudis terhadap Islam.
Selamat membaca.
Juz ke 30 dalam Al-Quran atau lebih dikenali dengan nama Juz Amma memainkan peranan yang amat penting dalam kehidupan orang-orang Islam. Surah-surah di dalam Juz inilah yang paling banyak dibaca dalam solat dan juga dalam kehidupan seharian. Surah-surahnya pendek dan mudah dihafal.
Islam as a universal religion meant for all mankind inhabiting God’s earth. It is a way of life, applicable to each and anyone and akin to a compass, guiding our lives in this world and in the hereafter.
The book Islam for All writes about “Returning Your Trust” and “Answers to Most Common Questions Asked by Non-Muslims” would enlighten Muslims and Non-Muslim on all there is to know about Islam in a simple and convincing manner. With understanding comes acceptance which gives rise to wisdom that results in peace and harmony among mankind and their bonding with God.
The truth would only surface when this book is read without prejudice.
Congratulations! You’ve finally got that break. The promotion you’ve waiting and working hard for all these years, is yours now. The rise in salary, the perks and benefits, able now to give orders and instructions and yes, you’re in command now. What a feeling!
But there is a difference now, between your job now and before. Different roles come with different sets of responsibilities. The best way to start is by reading into your new duties and responsibilities and understanding your key performance index and key responsibility areas in order to fit and in and perform your best.
Learn about, organisational structure and supervisory responsibilities, communication with others, planning process, controlling and improving on workers performance, and the maintaining of workers discipline and productivity
Learn about, building upon hospitable customer service culture, keeping customers close to you, keys to sustaining hospitable customer service culture and stress reduction techniques & maintaining self motivation
Learn about, communications basics, the value of good communication skills, factors inspiring communication, the art of dynamic communication and practical guide to communication
Learn about, introduction to conflict resolution, the conflict resolution instrument, creating mutual understanding, focussing on individual needs, getting to the root cause and building a resolution,
Learn about, generating your own specific goals, making those sacrifices, changing weaknesses into strengths, commitment to self discipline, the courage to succeed and internal coaching
Learn about, the problem solving method, problem definition, generating solutions, analysing and selecting solutions, planning your next steps, recording lessons learned,
Learn about, what self confidence means to you, how does self confidence initially develop, strategies for developing self confidence, what is shyness, how to speak with self confidence, self confidence in the workplace
Learn about, passion for success, striving for self excellence, the value of team dynamics, the virtues of personal integrity, the art of earning your respect, responsibility and changing for the better
https://bit.ly/BabeSideDoll4u Babeside is a company that specializes in creating handcrafted reborn dolls. These dolls are designed to be incredibly lifelike, with realistic skin tones and hair, and they have become increasingly popular among collectors and those who use them for therapeutic purposes. At Babeside, we believe that our reborn dolls can provide comfort and healing to anyone who needs it.
The Healing Power of Babeside's Handcrafted Creations
Our reborn dolls are more than just beautiful pieces of art - they can also help alleviate stress, anxiety, depression, and other mental health conditions. Studies have shown that holding or cuddling a soft object like a stuffed animal or a reborn doll can release oxytocin, which is often referred to as the "love hormone." This hormone helps us feel calm and relaxed, reducing feelings of stress and anxiety.
In addition to their physical benefits, reborn dolls can also offer emotional support. For many people, having something to care for and nurture can bring a sense of purpose and fulfillment. Reborn dolls can also serve as a reminder of happy memories or loved ones who have passed away.
Welcome to the Program Your Destiny course. In this course, we will be learning the technology of personal transformation, neuroassociative conditioning (NAC) as pioneered by Tony Robbins. NAC is used to deprogram negative neuroassociations that are causing approach avoidance and instead reprogram yourself with positive neuroassociations that lead to being approach automatic. In doing so, you change your destiny, moving towards unlocking the hypersocial self within, the true self free from fear and operating from a place of personal power and love.
5. HISTORY OF LEADERSHIP THEORY
1. Trait Theory (1920s)
1. Looked for common traits of leaders (ambition, honesty,
self-confidence)
2. Could not find any
2. Style Theory (1940s)
1. Looking for style (behavior) with most potential
2. Found to depend on situation
3. Contingency Theory
1. Leadership depends on situation
4. Competency Theory
1. Leadership requires a set of skills and abilities
Leadership 5
6. LEADERSHIP THEORIES
Trait Leaders are born
Behaviour Leaders are made
Situational Crisis creates leaders
Great Man Leaders comes from elite class
Transform
ational People choose to be leaders
Leadership 6
7. Trait Theory
It was assumed that by identifying the
characteristics of great leaders, we could
better understand the type of person who
could become a leader, and could potentially
identify future leaders early in life.
After more than twenty years of research
only three traits ranked consistently high on
most lists: intelligence, initiative, and
responsibility.
Leadership 7
8. Behavioural
This focused on the behavior of leaders
rather than on their personal characteristics
or traits. The growing appeal of behavioral
approaches to the study of leadership
stemmed from the fact that, unlike traits,
behaviors could be observed, and
consequently lent themselves more readily
to scientific examination.
Leadership 8
9. Situational
Rather than attempting to identify a
single most effective leadership profile,
the situational theorists conceded that
radically different leadership styles can
be equally effective in different
circumstances.
Leadership 9
14. • The classic and extreme form of leadership
• The leader has absolute power over his group
• Group members have little opportunity for making
suggestions
• Most people tend to resent being treated like this
• Usually leads to high levels of absenteeism and
turnover
• Can be effective where the advantages of control
outweigh the disadvantages (military)
AUTOCRATIC LEADERSHIP
Leadership 14
15. • “By the book”, ensure that their staff follow
procedures exactly
• Appropriate style for work involving serious safety
risks (military, working with machinery, with toxic
substances or at heights)
• Appropriate style for work where large sums of
money are involved (such as cash-handling)
BUREAUCRATIC LEADERSHIP
Leadership 15
16. • Leader injects huge doses of enthusiasm into his
or her team
• Is very energetic in driving others forward
• Tends to believe more in him or herself than in
their team
• To their followers, success is tied up with the
presence of the charismatic leader
• Creates a risk that a project, or even an entire
organization, might collapse if the leader were to
leave
CHARISMATIC LEADERSHIP
Leadership 16
17. • Invites other members of the team to contribute to the
decision-making process
• Reserves the right to make the final decision
• Increases job satisfaction and helps to develop team
member’s skills
• This approach can take more time, but often the end
result is better
• Most suitable where team-work is essential, and quality
is more important than speed to market or productivity.
DEMOCRATIC LEADERSHIP
Leadership 17
18. • French phrase meaning “leave it be”
• Leader who leaves his or her colleagues to get on
with their work
• Can be effective if the leader monitors what is being
achieved and communicates this back to his or her
team regularly
• Often works for teams of experienced and skilled
self-starters
• Can also refer to situations where managers are not
exerting sufficient control
LAISSEZ-FAIRE LEADERSHIP
Leadership 18
19. • Leader is totally focused on organizing, supporting
and developing the team
• It is the opposite of task-oriented leadership
• A participative style, it tends to lead to good
teamwork and creative collaboration
PEOPLE or RELATIONS - ORIENTED
LEADERSHIP
Leadership 19
20. • Describes a leader who is often not formally
recognized as such
• When someone leads by virtue of meeting the
needs of the team he or she is described as a
“servant leader”
• Effective in an environment in which leaders
achieve power on the basis of their values and
ideals
• Sometimes not appreciated in competitive
leadership situations
SERVANT LEADERSHIP
Leadership 20
21. • Focuses only on getting the job done, and can be
quite autocratic
• Will actively define the work and the roles
required, put structures in place, plans, organizes,
and monitors
• Spare little thought for the well-being of their
teams
• Suffers many of the flaws of autocratic leadership
• Difficulties in motivation and retention
TASK-ORIENTED LEADERSHIP
Leadership 21
22. • Team members agree to obey their leader totally when they
take on a job
• The “transaction” is (usually) that the organization pays the
team members in return for their effort and compliance
• Leader has the power to “punish” or “reward the team
members
• Really more a way of managing than a true leadership style
• The focus is on short-term tasks
• Has serious limitations for knowledge-based or creative work
• Remains a common style in many organizations
TRANSACTIONAL LEADERSHIP
Leadership 22
23. • A true leader who inspires the team constantly with
a shared vision of the future
• Highly visible, and spends a lot of time
communicating
• Don’t necessarily lead from the front, as they tend
to delegate responsibility amongst their team
• Their enthusiasm is often infectious, but they
generally need to be supported by “details people”
TRANSFORMATIONAL LEADERSHIP
Leadership 23
26. UNDERSTANDING CORE VALUES
• What are core values?
• How do we choose core values?
• Why is it important to both employees and to
employer?
• What is the link between core values, vision
and mission statement?
Leadership 26
27. Some Key Terms…
Ethics – refers to principles that define
behavior as right, good and proper.
Such principles do not always dictate a
single “moral’ course of action, but provide
a means of evaluating and deciding among
competing options.
Making Ethical Decisions, Wes Hanson
Leadership 27
28. Some Key Terms…
Values – The inner judgments or beliefs
that determine how a person actually
behaves
“Ethics” “Values”
NOT
Leadership 28
29. Let’s Boil it Down Some More…
Ethics = Behavior
Values = Beliefs
Leadership 29
30. Why is this distinction important?
• Ethics is an important part of being a good
person
• New recruits will be exposed to situations
requiring ethical decisions
• Medical advances are occurring faster than
policies regarding medical ethics
Leadership 30
31. Core Values
1. Workplace values drive the attitudes and
behaviors that you want to see within your
team.
2. These values might include respecting
others, keeping promises, showing
personal accountability, or providing
excellent customer service.
Leadership 31
32. Why It Is Important
1. Core values are the building blocks of
organizational culture.
2. The process of defining, measuring, and
improving core values can be an excellent
vehicle for improving organizational culture.
3. Core values provide a common language to
address unacceptable behaviors in a less
threatening way.
4. Core values guide decisions and emphasize what
is important to the business as the organization
continues to change and improve.
5. Core values influence business performance.
Leadership 32
33. Ethics
In the final analysis, ethics is about
good and evil, right and wrong, and of
duty and obligation in human conduct;
and how we reason and make choices
about them
Leadership 33
34. The Ethical Leader
• Values and principles open to conversation
and criticism.
• Leadership by choice of the followers.
• Followers and society taken as important
elements in guiding leader.
• Leader responsible for sound moral
judgment.
Leadership 34
37. Your Personality affects your
Leadership Style
• Let’s find out……Do a DOPE Test!
• Which “Bird” are you?
• The best way to communicate with each
“Bird Type”
10 Minutes!
Complete
Leadership 37
41. Leader
The Mediocre leader Tells
The Good leader Explains
The Superior leader Demonstrates
The Great leader Inspires
Leadership 41
42. Factors That Contribute to
Effective Leadership
• Personality traits of the leader
• Leader’s use of power
Leadership 42
43. Personality Traits of the Leader
The Five Factor (FFM) or
OCEAN Model of Personality
Leadership 43
44. The Five Factor (FFM) or
OCEAN Model of Personality
The Five Factor Traits
• Openness to experience
• Conscientiousness
• Extraversion
• Agreeableness
• Neuroticism
The Behaviors
• Curiosity, innovative
• Organized, committed
• Ambitious, self-confident
• Empathetic, optimistic
• Thick-skinned, calm
Leadership 44
45. Factors That Contribute to
Effective Leadership
• Personality traits of the leader
• Leader’s use of power
Leadership 45
46. Leader’s Use of Power
Leaders use five types of power to
influence followers
A leader’s values and ethics determine how
he/she uses power
Leadership 46
47. The Star Of Power
Referent Power
Influence based on desirable
personal traits. You like the
person and enjoy doing things
for him or her
Coercive Power
Influence based on fear
Commitment unlikely
Resistance more likely
Reward Power
Influence based on the
ability to distribute
what
others view as
valuable
Legitimate Power
Influence based on position in the formal hierarchy of an
organization. The person has the right to expect you to
comply with legitimate requests
Expert Power
Influence based on special skills
or knowledge. This person earns
respect by experience and
knowledge
Potential for Influencing Five Points of Power Over Another
Leadership 47
49. CONT’’D.
Personal effectiveness can be increased
by moving towards appropriate
perceptiveness & openness.
Movements in these directions is possible,
only through emphasis on communication.
People must to learn take risk in giving
feedback to others & use it appropriate
manner.
Leadership 49
50. CONT’’D.
Perceptiveness refers to the selection of
verbal & non-verbal cues from others.
This dimensions must be combined with
other two dimensions for effectiveness.
A person who is not open may receive
many cues & much feedback from others,
but may be observed as manipulative &
generally unavailable.
Leadership 50
51. .CONT’’D
Perceptiveness & openness reinforces
each other, if used effectively & are likely
to increase personal effectiveness.
One of the pre-conditions for personal
effectiveness is a better self- awareness
Johari window is one of the simplest
model of self- awareness developed by
Luft & Ingham( 1973).
Leadership 51
52. CONT’’D.
In Fact, There Are Two – Dimensions For
Understanding The Self i.e. ( The
personal behaviour & style that is
known to him/ her)
Those aspects of behaviour that are
known to others, with whom he or she
interacts.
A combination of four dimensions
reveals four areas of knowledge about
self.
Leadership 52
57. Management vs. Leadership
Leadership - occurs whenever one person
attempts to influence the behavior of an
individual, regardless of the reason
Management – process of working with and
through individuals to accomplish organizational
goals
Management ALWAYS involves Leadership
Leadership 57
58. Leadership Competencies
Diagnosing
• Cognitive Competence – understanding what the
situation is now what it will be/can be in the future
Adapting
• Behavioral Competence – adapting actions and
resources to close gap between current performance
and ultimate objectives
Communicating
• Process Competence – conveying information so that
followers can understand and accomplish the goal
Leadership 58
59. Leadership Skills
Technical
• Use of knowledge, methods, techniques and
equipment necessary for specific tasks
• Acquired through experience, education, training
Human Skills
• Ability and judgment in working with and through
people
• Understanding motivation sufficiently to influence
others
Leadership 59
61. Skill Mix – Up the Organizational Chain
Leadership 61
62. Bottom Line
Effective leadership
• Does not happen by accident but is the result of
deliberate actions that can be learned
• Meets the needs of the followers
• Not based in technical knowledge but in facilitating
knowledge, skill and experience, specifically the
ability to diagnose, adapt and communicate
• Conceptual and human skills increase in importance
as one moves up the continuum from non-
supervisory to leadership positions
Leadership 62
64. Task Behavior
Leaders spells out the duties and
responsibilities of the individual or the group
• Involves what to do, how to do it, when to do it, where to
do it, and who is to do it
• Involves one-way communication from the leader to the
follower
Not concerned with the follower’s
feelings so much as directing them to
achieve the goal
Leadership 64
65. Relationship Behavior
Extent to which the leader engages in two-way
or multi-way communication
Behaviors include listening, facilitating, and
supporting
High amount of relationship behavior is required
when an impasse is reached in an assignment
Leadership 65
66. Situational Leadership -
Basic Principles
Situation Leadership is an interplay
among the -
• Amount of guidance and direction a leader
provides = task behavior
• Amount of social-emotional support a leader
providers = relationship behavior
• Readiness level of the follower in performing
a specific task, function or objective
Leadership 66
67. Situational Leadership – Basic Principles
Focus is on the behavior of the leader in relation
to the followers – “followers are the most crucial
factor in any leadership event” (Fillmore Sanford)
No best way to influence people – leadership
styles MUST change based on the readiness of
the followers the leader is attempting to influence
Leadership 67
68. Task Behavior
Leaders spells out the duties and
responsibilities of the individual or the
group
• Involves what to do, how to do it, when to do it,
where to do it, and who is to do it
• Involves one-way communication from the leader to
the follower
Not concerned with the follower’s
feelings so much as directing them to
achieve the goal
Leadership 68
69. Relationship Behavior
Extent to which the leader engages in two-way
or multi-way communication
Behaviors include listening, facilitating, and
supporting
High amount of relationship behavior is required
when an impasse is reached in an assignment
Leadership 69
70. The Whole Point!
No one style is effective in all situations!
Nomenclature – Task and Relationship
behavior may not always be the
appropriate or most comfortable terms
based on setting
• Task behavior AKA “guidance” or “direction”
• Relationship behavior AKA “supportive” or
“facilitating”
Leadership 70
71. Diagnosis
Why is Diagnosis Important? - To
maximize the leader-follower relationship,
leaders
• Must determine
The task-specific outcomes followers are to
accomplish
Both on an individual and group basis
• Assess follower readiness and the specific
leadership style required
Leadership 71
72. What is Readiness?
Readiness is NOT a personality trait
Readiness IS a situational state
• Based on the task to accomplish
• The motivation and expectancies of the
follower
No connections between the readiness
of the group and any of its individual
members
Leadership 72
73. Components of Readiness
Ability
• Knowledge: understanding of a task
• Skill: proficiency in a task
• Experience: ability gained from performing the task
Willingness
• Confidence: assurance in ability to perform the task
• Commitment: Duty to perform the task
• Motivation: desire to perform the task
Leadership 73
74. Willingness and Ability
Interacting Influence System
• A change in one will affect the other and the
overall readiness of the whole
• Combinations can be arrayed along a continuum
Leadership 74
75. R1 – Unable and Unwilling or Insecure
• Does not perform task to acceptable levels
• Unclear about direction
• Avoids task or “passes the buck”
Unable and Unwilling Unable and Insecure
Defensive, argumentative Body language signs of discomfort
Complaining Confused
Resistant, performs only to exact
request
Procrastinates with fear of failure
Leadership 75
76. R2 – Unable but Willing or Confident
• New task and with no experience
• Excited and enthusiastic, but anxious
• Interested , attentive and responsive, listening
carefully
• Receptive to input and seeks clarity
• Accepts tasks and acts quickly
• Preoccupied with end results rather than
incremental steps
Leadership 76
77. R3 – Able and Unwilling or Insecure
• Demonstrated knowledge and ability
• Appears hesitant or reluctant to finish or take
next step
Able but Unwilling Able but Insecure
Resistant Questions own ability
Seeks reinforcement Focuses on potential problems
Feels over-obligated or over-worked Solicits frequent feedback
Concerned that assignment is
punishment for past competence
Encourages leader to stay involved
Leadership 77
78. R4 – Able and Willing or Confident
– Operates autonomously
– Results oriented and takes charge of tasks
– Makes effective decisions regarding tasks
– Keeps boss informed of progress
– Shares creative ideas and willing to help others
– Completes responsibilities on time or early
– Streamlines operations
Leadership 78
80. S1 – Telling (AKA Guiding, Directing,
Structuring)
• Defines roles and provide specifics – who,
what, when, where & how
• KISS – keep it simple and specific
• Close supervision and accountability
• Incremental supervision
Unable and Unwilling Unable and Insecure
Explicit task requests Provide direction in small steps
Positively reinforce small success Reduce fear of mistakes
Keep emotional level in check Help step by step
Consider consequences for refusal Focus on instructionLeadership 80
81. S2 – Selling (AKA Explaining,
Persuading, Clarifying)
• Follower is still unable but is trying & confident
• Leader provides relationship behavior as well as
task behavior to support follower’s motivation and
commitment
• Provide specifics (who, what, where and how), but
also answers the “why” questions
• Encourage two-way behavior
• Discuss details and reinforce improvement
• Seek “buy in” through persuasion
Leadership 81
82. S3 – Participating (AKA Facilitating,
Collaborating, Committing)
• Leader provides high amount of supportive
behavior, but low amounts of guidance
• Encourages input and supports risk-taking
• Actively listens
• Compliments work
Able but Unwilling Able but Insecure
Share responsibility for decisions Encourage and support
Feed follower’s “need to know” Reduce fear of mistakes
Focus on results Assist with identification of next steps
Involve follower in outcomes of task Discuss apprehensionLeadership 82
83. S4 – Delegating (AKA Observing,
Monitoring)
• Follower is able, willing and confident and has
sufficient experience at the task
• Leader provides freedom & opportunity
• Delegates tasks and activities and resists over-
burdening
• Encourages autonomy and risk-taking
• Observes and monitors activities, listens to
updates, and remains accessible
Leadership 83
84. Probability of Success when Leader Style
Mismatched to Follower Readiness
Things to Remember
• It is the follower who determines leadership behavior
• Changes in follower behavior MUST result in the leader
reassessing and modifying his leadership style
accordingly
Readiness S1 S2 S3 S4
R1 High Med. High Med. Low Low
R2 Med. High High Med. Low Low
R3 Low Med. High High Med. Low
R4 Low Med. Low Med. High High
Leadership 84
85. Natural Style
The “natural” style of a leader is often
the least effective
Why?
• We tend to work more diligently and practice
that which is not natural to us
• We tend to pay more attention to the details
What does it mean if your natural style
is not S4?
Leadership 85
88. Inspiring Others
The Art Of Influence
Principles Of Influence
The Art Of Persuasion
1
2
3
Leadership 88
89. 3 Fundamental Elements of Persuasive
Arguments
Ethos
Logos
Pathos
the credibility, knowledge, expertise,
stature and authority of the person
trying to persuade
the appeal of logic, reason,
cognitive thinking, data and facts
the appeal to the emotions; the non-
cognitive, non-thinking motivations that
affect decisions and actions
Reality
Identity Creativity
These elements are the powerful cornerstones of
every persuasive argument or presentation. They
aren’t weighted equally, however, and therein lies
the hidden secret of unlocking your persuasive
powers.
From Aristotle
Leadership 89
90. # 1 # 2
Using the
argument that
would work best
on themselves
Overestimating
the power of
logic and
rationality
2 Major Mistakes
Feelings First, Logic Later . Emotions come first. Not only do
they guide our decisions and actions, but we’re incapable of
making decisions without them.
Leadership 90
91. reasoned
evaluative
approach
avoid cognitive
evaluation because
it’s hard work and
to conserve energy
Analytical
Automatic
requires enormous
mental energy
make emotional
decisions and then
justify them with
logic and reason
Process Effect
How We Respond To Persuasion
Leadership 91
92. Strategic Persuasion
Being upfront, transparent and
guileless with the objective of building
the foundation for strong, trusting and
long-lasting relationships
Leadership 92
93. What Is Strategic Persuasion?
Upfront
Transparent
Guileless
Putting All Your Cards On
The Table
What You See Is What You
Get
Presenting It As It Is
Strong
Enduring Trusting
The ObjectivesThe Approach
RELATIONSHIP
Leadership 93
94. How Do You Do It
1. Begins with the way in which you think
about the people you need to
influence.
2. Depends upon your ability to
communicate and interact effectively
and strategically
3. Understanding how to shift attitudes
and behaviors
Leadership 94
95. Why It Work
• persuasion introduces compelling
perceptions
• people can only do or agree to what
they have first imagined
• persuader's task is to get others to
imagine doing what it is you want them
to do
Leadership 95
96. Characteristics of Strategic
Persuasion
• Interest based aka What’s In It For Me
• Social proof
• Politics
• The Power Of Less
• Rationality
• Emotion & Inspiration
Leadership 96
97. • Relationships
• Likeability Factor
• The Law of Reciprocity
• The Proximity Effect
• Scarcity
• Foot In The Door
Characteristics of Strategic
Persuasion
Leadership 97
99. The market rewards strong
influence and persuasion skills.
“An office worker who is creative,
charismatic, and really good in fast-
changing interactive settings now gets
paid much more than a disciplined
middle manager who excels at routine
tasks.”
Leadership 99
100. The “internal” market also rewards
political skills.
• 95% of all organizations are political to
“some” extent. Nearly half are political to a
“very great” or “fair” extent.*
• Political skills are the strongest predictor
of performance ratings, outstripping by far
both intelligence and personality traits.
Leadership 100
101. Culture or Cultures?
Organizations have multiple “occupational cultures.”
Different functions/specialists “occupy different thought
worlds.”
Function What is the sense
of task?
What is the sense
of the product?
Technical Hands on, Tactile A solution
Field Relationship-based Possibility
Manufacturing Operational A well-built thing
Planning Abstract A business
Leadership 101
102. Taken-for-granted
beliefs, perceptions,
thoughts and feelings
about how to run a
successful business
How the company is
organized, how people do
their work, what norms
govern behavior
Strategies, goals,
vision and mission
statements
Behaviours
Language
Beliefs
Corporate Culture: What Is It?
Culture is based
on habitual
ways of doing
business
Leadership 102
103. Wooing Is A Four-step Process.
1. Survey your situation: What is my idea, and how
is it better than the alternatives? Who are the
decision makers and influencers? What is my
“stepping stone” strategy?
2. Remove the BRICCs: Beliefs, Relationships,
Interests, Credibility, Channels.
3. Make your pitch: Use PCAN (because meaning
matters). Make your pitch memorable.
4. Secure your commitments: Target key individuals.
Manage the politics. Create a “snowball effect.”
Leadership 103
104. The Five Barriers: Remove the
BRICCs!
Channels &
Language
Beliefs &
Values
Relationships
Interests
Credibility
BRICC’s
YOU
OTHERS
Leadership 104
105. The Ladder of Working
Relationships
Rapport
Reciprocity
Trust
•Do I know you?
(liking, similarity &
familiarity)
Are you reliable?
(chits, favors,
helpfulness,
sacrifices)
Will I extend myself
for you? Will I give
you the benefit of the
doubt? (reliability,
character, consistency)
TRUST:
Delivering again
and again
Leadership 105
106. Culture and politics: three key findings.
1. Human beings are “tribal,” turf-conscious
creatures, who tend to create “granfalloons”—
associations without content or feeling, based only
on a label.
2. People love the status quo, and they tend to suffer
from “decision inertia.”
3. Losers are louder, because of the “scarcity”
principle.
Leadership 106
110. DIRECTION Goals provide direction by channeling attention and action
toward activities related to the goals, rather than toward
other activities. When individuals are committed to specific
goals, those goals can help them make better choices about
the activities that they will undertake.
EFFORT Goals to which individuals are committed boost effort by
mobilising energy. Individuals are likely to put forth more
effort when goals are difficult than when they are easy.
PERSISTENCE Persistence involves maintaining direction and effort on
behalf of a goal until it is reached. Thus for some goals
persistence may be required over an extended period of
time. Commitment to goals makes it more likely that
individuals will persist in attempting to reach them.
PLANNING Individuals who have committed themselves to achieving
difficult goals are likely to develop plans or methods that
can be used to attain those goals.
HOW DOES GOAL-SETTING INFLUENCE WORK BEHAVIOUR?
Leadership 110
111. S.M.A.R.T
• Specific
– goals set must be SPECIFIC
• Measurable
– results must be MEASURABLE
• Achievable
– it must be ACHIEVABLE
• Realistic
– REALISTIC within the CAPACITY and CAPABILITY
• Time-related
– it must have a TIME-FRAME
Leadership 111
112. LONG TERM PLAN
Practical Steps in Long Term Planning
1. Resources
2. Congruency With Corporate Objectives
3. Review and Follow Up
Leadership 112
113. CREATING A SUPPORT SYSTEM
• Management Support
• Support Of Immediate Superior
• Cooperation Of Peers
• Reception By Subordinates
Leadership 113