This document provides an overview of personal development and leadership skills training. It covers 6 key traits of leadership, different leadership styles including autocratic, bureaucratic, laissez-faire and democratic. Factors that influence leadership style are discussed. Modules also address knowing your own leadership style, developing team leadership, managing team conflicts, communication for team leaders, and moving up the leadership levels from position-based to pinnacle leadership. The goal is to help participants improve their leadership skills through knowledge and application.

1. PERSONAL DEVELOPMENT AND
LEADERSHIP SKILLS
WELCOME

2. THE LEADERSHIP TRAITS
MODULE ONE

3. HAS VISION & GOALS
GETS INDIVIDUALS TO WORK AS A TEAM
TO ACHIEVE THEM

4. 6 TRAITS OF LEADERSHIP

5. ENERGY
INITIATIVE
PERSISTENT

6. DESIRE TO INFLUENCE
OTHERS
WILLINGNESS TO TAKE
RESPONSIBILITY

7. TRUST BASED
RELATIONSHIP WITH
FOLLOWERS
CONSISTENCY BETWEEN
WORD & DEED

8. CONVINCING
CLEARS DOUBTS
REASSURING

9. WELL READ
WELL INFORMED
GOOD PROBLEM SOLVER
& DECISION MAKER

10. IN DEPTH KNOWLEDGE
COMPANY
INDUSTRY
TECHNICAL
MATTERS

11. THE LEADERSHIP STYLES
MODULE TWO

12. AUTOCRATIC
BUREAUCRATIC
LAISSEZ FAIR
DEMOCRATIC

13. POWERFUL & MAKES ALL DECISION
EXPECTS 100% OBEDIENCE
ABLE TO REWARD & PUNISH

14. NEW & UNTRAINED STAFF
LIMITED TIME TO MAKE DECISION
POWER CHALLENGED BY STAFF

15. LOW STAFF MORALE
HIGH STAFF TURNOVER, WORK
STOPPAGE & HIGH ABSENTEEISM

17. ALL BY THE BOOK
FULL COMPLIANCE OF POLICY &
PROCEDURES
THE ENFORCER

18. FOR ROUTINE TASKS
COMPLIANCE TO AGREED STANDARDS

19. ROUTINE BECOMES HABITS - HARD TO
CHANGE
LOSS OF CREATIVITY &
INNOVATIVENESS

20. PARTICIPATIVE APPROACH
STAFF INVOLVEMENT IN DECISION
MAKING

21. STAFF PERSONAL DEVELOPMENT
DECISION HAS BIG IMPACT ON
ORGANIZATION

22. CANNOT AFFORD MISTAKES
STAFFS TAKING UPPER HAND

23. HANDS OFF STYLE
STAFF HAS 100% FREEDOM TO WORK AS
THEY SEE FIT

24. STAFFS HIGHLY SKILLED&EXPERIENCED
EXTERNAL ENGAGEMENT -
CONSULTANTS, EXPERTS &
SPECIALISTS

25. STAFF NEEDS MANAGER TO GUIDE
LOSING TOUCH WITH OPERATIONS
WOULD RENDER POSITION
MEANINGLESS

26. TRANSFORMATIONAL
SITUATIONAL
SERVANT

27. CHARISMATIC
ABLE TO CHANGE
SELF
OTHERS
GROUPS

28. PRACTICES FLEXIBILITY
CHANGES ACCORDING
TO
SITUATION
PEOPLE

29. WORK WITH ME NOT FOR
ME
NO LEADER - FOLLOWER
BARRIER

30. FACTORS THAT INFLUENCES
YOUR LEADERSHIP STYLES

31. PERSONALITY
KNOWLEDGE
VALUES
EXPERIENCES

32. LEVEL OF EDUCATION
AGE - EXPERIENCE -
SENIORITY
HIGHLY INDEPENDENT
OR HIGHLY DEPENDENT
IN-HOUSE OR EXTERNAL
STAFF

33. CULTURE
VALUES
TRADITION

34. KNOW YOUR LEADERSHIP STYLE
MODULE THREE

35. WEAK ON BOTH TASK &
PEOPLE SKILLS

36. STRONG ON TASK BUT
WEAK IN PEOPLE SKILLS

37. STRONG ON PEOPLE
SKILLS BUT WEAK ON
TASKS

38. STRONG ON BOTH TASK
& PEOPLE SKILLS

39. WITH MORE EXPERIENCE
& SKILLS CAN DISPLAY
GOOD TEAM
LEADERSHIP

40. THE 1 THING I WOULD DO
TO IMPROVE MY LEADERSHIP SKILLS @
WORK
ACHIEVABLE
PRACTICAL

41. TEAM LEADERSHIP
MODULE FOUR

42. DEVELOP & NURTURE - GREAT TEAM

43. CLEAR GOALS
CLEAR MEASURES OF
PERFORMANCE
CLEAR JOB ROLES

44. TEAM IDENTITY & SPIRIT
SENSE OF FUN &
ENJOYMENT
OPEN & HONEST
COMMUNICATION

45. LEADER AS TEAM
BUILDER

46. PLAN OCCASIONAL GET TOGETHER
TEAM EVENTS

47. BE AVAILABLE FOR THEM BUT AVOID
MICROMANAGE
ENCOURAGE EMPLOYEE SOLUTIONS

48. BE THEIR VOICE AT THE MANAGEMENT
TABLE
CREDIT TEAM FOR SUCCESS & TAKE
BLAME FOR FAILURES

49. HAVE SMALL TALK
GREET BY NAME
ALWAYS ENCOURAGE

50. MANAGING TEAM CONFLICTS
MODULE FIVE

51. YOUR GREATEST CHALLENGE AS
LEADER
DEALING WITH CONFLICT
AMONGST YOUR TEAM

52. UNRESOLVED CONFLICT LEADS TO
LOW PRODUCTIVITY
OPERATIONS MESS UPS

53. RESOLVING TEAM
CONFLICTS

54. BE IMPARTIAL BETWEEN
EMPLOYEES
LISTEN - ALLOW
EMPLOYEES TO GET
THEIR POINTS ACROSS

55. SPEAK TO CONFLICTING
PARTIES - INDIVIDUALLY
& PRIVATELY
LATER DISCUSS THE
ISSUE WITH THE GROUP
FOR SOLUTION

56. RESTATE - THE TEAM’S
PURPOSE / GOALS
REMIND - EACH IS
VALUED & HAS A ROLE
TO PLAY

57. ENSURE ALL PARTIES
ARE HAPPY WITH
SOLUTION
LESSONS LEARNED -
GUIDELINES FOR
FUTURE CONFLICT
MANAGEMENT

58. COMMUNICATION FOR TEAM LEADERS
MODULE SIX

59. MAKE IT EASY FOR
EVERYONE TO
UNDERSTAND THE
MESSAGE

60. AVOID BEATING AROUND
THE BUSH
EVADE LONG
WINDEDNESS

61. ASK QUESTIONS
ESTABLISH CLARITY

62. ABSTAIN UNNECESSARY
MEETINGS
STICK TO AGENDA / TIME

63. DEPENDING ON THE
SITUATION,
COMMUNICATE VIA
FACE TO FACE
EMAIL
CALLS
SOCIAL NETWORK

64. AUTHORITY DOES NOT
JUSTIFY ABUSE
GIVE & TAKE RESPECT

65. BE ENGAGED
DON’T INTERRUPT
FOCUSSED ATTENTION
CLARIFY

66. MOVING UP THE LEADERSHIP
MODULE SEVEN

68. PEOPLE FOLLOW YOU BECAUSE THEY
HAVE TO
L1 - POSITION
RIGHTS

69. POWER COMES WITH JOB TITLE
MORE OF A BOSS - NOT A LEADER
RELY ON RULES, POLICIES & ORG
CHART

70. PEOPLE FOLLOW YOU BECAUSE THEY
WANT TO
L2 - PERMISSION
RELATIONSHIP

71. BUILDS RELATIONSHIP WITH STAFFS
TRUST IS DEVELOPED
BOSS TURNS LEADER - HAS INFLUENCE

72. PEOPLE FOLLOW BECAUSE OF WHAT YOU
HAVE DONE FOR THE ORGANIZATION
L3 - PRODUCTION
RESULTS

73. SHOWS RESULTS - GAINS CREDIBILITY
WORK-MORALE-PROFIT - GOES UP
STAFFS - PERSONAL DEVELOPMENT

74. PEOPLE FOLLOW BECAUSE OF WHAT YOU
HAVE DONE FOR THEM
L4 - PEOPLE DEVELOPMENT
REPRODUCTIONS

75. EMPOWER STAFFS
TEAM WORKS GOES HIGH LEVEL
FOLLOWERS BECOME LEADERS

76. PEOPLE FOLLOW BECAUSE OF WHAT YOU
ARE AND WHAT YOU REPRESENT
L5 - PINNACLE
RESPECT

77. REQUIRES HIGH LEVEL OF TALENT
DEVELOP PEOLE TO LEVEL 4 LEADERS
GAINS HIGH REPUTATION - LEGACY

78. THANK YOU
APPLIED KNOWLEDGE IS POWER