This document discusses leadership and volunteerism. It provides reasons why people volunteer, such as to gain skills, help a cause, or feel a sense of accomplishment. It also outlines what volunteers want, such as preparation, meaningful work, appreciation, and clear communication. The document discusses expectations of volunteers like reliability and understanding the organization's mission. It also covers developing leadership skills, including reflecting on strengths and weaknesses, seeking feedback, and finding a mentor. The goal is to help people understand leadership and how to improve their own potential.

1. Leadership &
Volunteerism
BY DJEUMO EUGENE CYRILLE
1:30 minutes

2. QUOTE
<< FAILING TO PLAN IS PLANNING TO FAIL >>

3. Leadership Development
September, 2016

4. Why People Volunteer
• Satisfaction from
accomplishment
• To share a skill
• To gain leadership skills
• To demonstrate commitment to a
cause/belief
• To get to know a community
• To keep busy

5. Why People Volunteer
• To donate their professional skills
• To become an “insider”
• Because they were asked
• To be challenged
• To be an agent of change
• To learn something new

6. Why People Volunteer
• To feel proud
• To assure progress
• To do something different from their job
• To be part of a team
• For fun!
• To make new friends

7. Why People Volunteer
• To have an impact
• Because of pressure from a friend/colleague
• Recognition, status
• As therapy
• To act out a fantasy
• Guilt

8. What Do Volunteers Want?
To Be Welcomed
• Introductions, made comfortable at first meeting

9. What Do Volunteers Want
To Be Prepared For Them
• A job description
• An agenda
• Something to do

10. What Do Volunteers Want
Good Training
• Mentor
• Group involvement

11. What Do Volunteers Want?
To Do Interesting Work
• Meaningful tasks
• Additional leadership opportunities for those
willing to assume extra responsibility

12. What Do Volunteers Want?
Know Upfront Time Commitment
• Number and length of meetings
• Ongoing or short term tasks?

13. What Do Volunteers Want?
To Be Appreciated
• Thank you, thank you, thank you

14. What Do Volunteers Want?
To Be Communicated With
• Respond to concerns
• Clear direction from Chair
• Follow up and follow through
• Progress of tasks or assignments

15. What Do Volunteers Want?
To know they are helping make the world a better
place
To be socially connected
To learn something new

16. Expectations of Volunteers
• Reliable and Dependable
• Understand Board Mission, Vision & Value
Statements
• Work with Board Strategic Plan
• Act Respectfully & Ethically
• Understand Importance of Confidentiality

17. Expectations of Volunteers
• Ability to work as a team
• Understanding of commitment
• Help uphold Board standards and promote a
positive public image

18. Welcome Volunteers 2016
• Ask Questions
• Meet your Board of Directors & Committee Chairs
• Seek committees and task forces of interest
• Sign up
• Enjoy

19. Session objectives
• What is leadership?
• Identify the traits and skills of an effective
leader
• Key leadership theories
• Examine the role, duties and responsibilities of a
Team Leader in the workplace
• Understand the limits of authority in a Team
Leader role
• Develop a plan to develop your own leadership
potential
Leadership Skills

20. Understanding Leadership
• What is leadership?
• Why is leadership important – why do we need
leaders?
• Leaders – born or bred?

21. "Leadership is a function of knowing yourself,
having a vision that is well communicated,
building trust among colleagues, and taking
effective action to realize your own leadership
potential."
Prof. Warren Bennis

22. Exercise In pairs
• Discuss examples you have come across of
strong and weak leadership
• You can use examples from employment,
academic studies or participation in sports
clubs and societies (keep anonymous)

23. Early Theories:
Great Man Theories
• Leaders are exceptional people, born with innate qualities,
destined to lead
• Term 'man' was intentional - concept was primarily male,
military and Western
Trait Theories
• Research on traits or qualities associated with leadership are
numerous
• Traits are hard to measure. For example, how do we measure
honesty or integrity?
Leadership Theory

24. Leadership Traits
Group Exercise:
• Choose leaders YOU admire
• What personality traits and skills do they have?

25. Traits
• Adaptable to situations
• Alert to social environment
• Ambitious and achievement orientated
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (desire to influence others)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerant of stress
• Willing to assume responsibility
Skills
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about group task
• Organised (administrative ability)
• Persuasive
• Socially skilled
Stogdill, 1974
Leadership Traits and Skills
Leaders will also use:
Integrity, Honesty, Compassion,
Humility

26. Situational/contingency Leadership (Hersey-Blanchard, 1970/80)
Leadership style changes according to the 'situation‘ and in response to the
individuals being managed – their competency and motivation
Leadership Theory
Competency Low competence Some
competence
High competence High competence
Motivation
Low
commitment/
Unable and
unwilling or
insecure
Variable
commitment/
Unable but
willing or
motivated
Variable
commitment/
Able but
unwilling or
insecure
High
commitment/
Able and willing
or motivated
Leadership style DIRECTIVE
(Telling)
COACHING
(Selling)
SUPPORTIVE
(Participating)
DELEGATORY
(Observing)

27. Ethical Leadership
• CSR, sustainability, equality, humanitarianism
• Four P’s - Purpose, People, Planet, Probity
Alan Chapman, 2006
Leadership Philosophies

28. Group Exercise
Examine and discuss the Team Leader
Job descriptions
• What are the key responsibilities of the team leader
role?

29. 1. Guide/coordinate team members – encourage
teamwork and motivate individuals
2. Provide structure for team – set mission and purpose,
clarify roles and responsibilities, allocate tasks and set
objectives
3. Clarify working methods, practises and protocol
4. Focus on performance – anticipate challenges, monitor
performance, delegate and provide CPD support
Key Team Leader Responsibilities

30. Responsibility Vs Accountability?
What does having authority mean?

31. • Accountability the state of being accountable, liable, or answerable
• Responsibility (for objects, tasks or people) can be delegated but
accountability can not – buck stops with you!
• A good leader accepts ultimate responsibility:
• will give credit to others when delegated responsibilities succeed
• will accept blame when delegated responsibilities fail
• Accountability can not operate fairly without the leader being given full
authority for the responsibilities concerned
• Authority is the power to influence or command thought, opinion or
behaviour
• Cross-functional team – less authority - more difficult to manage
Accountability, Responsibility, and Authority

32. Group Exercise
When have you experienced an issue as a leader
that you did not have the authority to resolve?
How did you know you did not have the authority?
Who did you refer to for help?
Use examples from your own current experience –
work, volunteer, club /society

33. Team Leader authority will vary from role to role dependent on the
scope of duties and organisational structure
A Team Leader may refer to line management or other
authorities for the following:
• HR (staff recruitment and training, performance and discipline,
racism or bullying)
• Policy and procedures (Health and Safety, changes to working
practises)
• Budget & resources (allocation and management)
• Organisational objectives (strategy, targets)
• Managing change (department restructure, office move)
• Line management (support and advice, own CPD)
Team Leader Authority

34. How to improve your leadership skills
• Reflect and identify the skills YOU need to lead effectively
and create your action plan to develop them
• Ask for feedback from work colleagues, line managers,
tutors, your ‘followers’
• Practise! Take on responsibility (work, volunteering, clubs &
Societies) and reflect on your performance
SIFE - www.youtube.com/watch?v=KB2fOF_gYBg
• Find a mentor – learn from positive leadership role-models
• Attend further leadership and management training
• Use the resources on Exeter Leaders Award ELE pages

35. Review your performance as a Leader
Individual Exercise:
1. Assess yourself as a Leader
• Conduct a SWOT analysis - Strengths, Weaknesses,
Opportunities, Threats
(Use the Results of Leadership Questionnaire you have been
completed prior to attending the session)
2. Develop an Action Plan to improve as a leader
• list 2 actions you will undertake to address
Weaknesses or capitalise on Opportunities identified
• Apply SMART targets to your actions – Specific,
Measurable, Achievable, Realistic, Time-bound

36. Session objectives
• What is leadership?
• Identify the traits and skills of an effective
leader
• Key leadership theories
• Examine the role, duties and responsibilities of a
Team Leader in the workplace
• Understand the limits of authority in a Team
Leader role
• Develop a plan to develop your own leadership
potential

37. Jon Boyes
Employability and Graduate Development
Leadership Skills

38. Thank You
Thank you
Thank you

39. Summary
• What final questions do you have?
• What have you learned?
• How would you evaluate the training?

40. THANK YOU
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