Learn about, the leadership traits, the leadership styles, know your leadership styles, team leadership, managing team conflicts, communication for team leaders

1. INCITING THE
LEADERSHIP IN YOU

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

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

17. FOR ROUTINE TASKS
COMPLIANCE TO AGREED STANDARDS

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

19. PARTICIPATIVE APPROACH
STAFF INVOLVEMENT IN DECISION
MAKING

20. STAFF PERSONAL DEVELOPMENT
DECISION HAS BIG IMPACT ON
ORGANIZATION

21. CANNOT AFFORD MISTAKES
STAFFS TAKING UPPER HAND

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

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

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

25. TRANSFORMATIONAL
SITUATIONAL
SERVANT

26. CHARISMATIC
ABLE TO CHANGE
SELF
OTHERS
GROUPS

27. PRACTICES FLEXIBILITY
CHANGES ACCORDING
TO
SITUATION
PEOPLE

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

29. FACTORS THAT INFLUENCES
YOUR LEADERSHIP STYLES

30. PERSONALITY
KNOWLEDGE
VALUES
EXPERIENCES

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

32. CULTURE
VALUES
TRADITION

33. KNOW YOUR LEADERSHIP STYLE
MODULE THREE

34. WEAK ON BOTH TASK &
PEOPLE SKILLS

35. STRONG ON TASK BUT
WEAK IN PEOPLE SKILLS

36. STRONG ON PEOPLE
SKILLS BUT WEAK ON
TASKS

37. STRONG ON BOTH TASK
& PEOPLE SKILLS

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

39. TEAM LEADERSHIP
MODULE FOUR

40. DEVELOP & NURTURE - GREAT TEAM

41. CLEAR GOALS
CLEAR MEASURES OF
PERFORMANCE
CLEAR JOB ROLES

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

43. LEADER AS TEAM
BUILDER

44. PLAN OCCASIONAL GET TOGETHER
TEAM EVENTS

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

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

47. HAVE SMALL TALK
GREET BY NAME
ALWAYS ENCOURAGE

48. MANAGING TEAM CONFLICTS
MODULE FIVE

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

50. UNRESOLVED CONFLICT LEADS TO
LOW PRODUCTIVITY
OPERATIONS MESS UPS

51. RESOLVING TEAM
CONFLICTS

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

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

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

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

56. COMMUNICATION FOR TEAM LEADERS
MODULE SIX

57. MAKE IT EASY FOR
EVERYONE TO
UNDERSTAND THE
MESSAGE

58. AVOID BEATING AROUND
THE BUSH
EVADE LONG
WINDEDNESS

59. ASK QUESTIONS
ESTABLISH CLARITY

60. ABSTAIN UNNECESSARY
MEETINGS
STICK TO AGENDA / TIME

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

62. AUTHORITY DOES NOT
JUSTIFY ABUSE
GIVE & TAKE RESPECT

63. BE ENGAGED
DON’T INTERRUPT
FOCUSSED ATTENTION
CLARIFY

64. KNOWLEDGE - APPLICATION