INTRODUCTION TO LEADERSHIP - ipNX Nigeriahr.ipnxnigeria.net/hrec/access/downloads/INTRODUCTION TO LEADER… · General Yakubu "Jack" Dan-Yumma Gowon (born 19 October 1934) ... He

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INTRODUCTION TO LEADERSHIP

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OUR PURPOSE

Vision“To be the preferred communications and IT enabler in Africa and beyond.”

Vivid Description•We will provide unrivaled service and create boundless possibilities

Mission“To enable optimal technology-driven communication”.

Vivid Description

• We will revolutionize communications and IT through continuous innovation; providing the highest quality of service that will give our customers unsurpassed value in a cost effective and responsible manner.

• We shall attract the best talent and provide the enabling environment for our staff to exploit their full potential

• Our value creation shall provide prosperity to all stakeholder and the community in general.

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COURSE OBJECTIVES

Strong and effective leadership is the foundation for creating value within an organization. This training will provide participants

with a practical roadmap for developing their leadership skills and increasing employee morale and productivity.

At the end of the course, participants will:

• Have a better understanding of excellent leadership behaviours.

• Have learnt about commitment and how to move things forward.

• Know a range of Leadership approaches and the situations each should be used in.

• Get the team to a high performing standard in a short period as much as possible.

• Have built a clear development plan to develop the skills learnt in the training further.

• Empower, motivate and inspire others as well as lead by example.

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COURSE OUTLINE

1. An Introduction to Leadership and Self

2. Leadership and Management

3. The key skills and characteristics of effective Leaders

4. Identifying a range of leadership approaches and when each should be used

5. Benefits of Leadership

6. What can a leader do to get the best from the team

7. How to develop yourself as a leader and develop the skills of others.

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INTRODUCTION

Everyone is a leader; first, of themselves and then others. All leadership starts with self-leadership. We all have a constant core,

that is at the center of who we are. It has always been there even as it has evolved over time.

Do you know what is at the center of power that governs your actions? If you don’t know, then that center is running you. No

matter who or where you lead, you need to be managing yourself as well as those you lead.

In the process of mastering the CORE of your own self-leadership, you need to learn about what drives and motivates others and

how to better communicate with, relate to and lead them.

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INTRODUCTION (cont’d)

Self-leadership is fundamental to effective leadership, teamwork, and the agility required in today’s complex, rapidly changing

world. Self-leaders operate with high levels of self-awareness and personal self-management. They tend to be self-determining,

and managing their lives in a certain way so much that they are intrinsically motivated.

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WHAT IS LEADERSHIP?

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WHAT IS LEADERSHIP?

Leading people

Influencing people

Commanding people

Guiding people

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WHAT IS LEADERSHIP?

• Leadership is described as "a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task“.

• Leadership involves establishing a clear vision, sharing that vision with others so that they will follow willingly.

• A leader steps up in times of crisis, and is able to think and act creatively in difficult situations. Leadership is learned and enhanced through different mechanisms.

• Leadership is the act of inspiring subordinates to perform and engage in achieving a goal.

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TYPES OF LEADERS

• Thought leaders

• Courageous leaders

• Inspirational leaders

• Servant leaders

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TYPES OF LEADERS

THOUGHT LEADERS

Thought leaders harness the power of ideas to actualize change. They stretch their followers by helping them envision new possibilities. Oliver Wendell Holmes said, “The human mind once stretched to a new idea never goes back to its original dimension.”

Sometimes a new idea can bring about a paradigm shift, which may provide a new lens for viewing or a radically different context for understanding. At other times, the new idea leads to only incremental change. But all change, whether large or small, starts with a new idea.

For centuries, thought leaders have competed in the marketplace of ideas using books, papers, and oral presentations. They still do, but today they also use the Internet, social media, and other technological advances to disseminate their ideas more rapidlyand broadly.

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http://www.biography.com/people/oliver-wendell-holmes-9342379


TYPES OF LEADERS

Examples of thought leaders:

Many of Jack Welch’s ideas challenged conventional business practices. Some of his leading-edge ideas included “workout and best practices,” stretch goals, creating boundary-less organization (breaking down all “silos”), and pursuing Six Sigma quality.

Steve Jobs was the co-founder, chairman, and CEO of Apple Inc., where he oversaw the development of the iMac, iTunes, iPod, iPhone, iPad, and numerous other innovations. He has been referred to as the “Father of the Digital Revolution,” “a master ofinnovation,” and “the master evangelist of the digital age.”

Dr. W. Edwards Deming was an American statistician, professor, author, lecturer, and consultant. After World War II, his ideas about quality and process control had a major positive impact and influence on Japanese manufacturing businesses. Subsequently, his concepts and teachings spurred a major quality revolution among American manufacturers and consumers.

Thought leaders attract followers and initiate change by the power of their ideas.

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http://en.wikipedia.org/wiki/Jack_Welch

http://www.biography.com/people/steve-jobs-9354805

http://www8.gsb.columbia.edu/deming/about/history


TYPES OF LEADERS

COURAGEOUS LEADERS

• Courageous leaders bravely pursue a vision in the face of considerable opposition and risks.

• They have strong convictions about their mission (purpose), vision (long-term goals), and values (right and wrong).

• They speak up for their core beliefs and fight for their values, even when their stand is unpopular.

Rudy Giuliani, the former mayor of New York City, said, “There are many qualities that make a great leader. But having strong

beliefs, being able to stick with them through popular and unpopular times, is the most important characteristics of a great leader.”

In addition, they seek the truth and speak the truth.

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http://www.biography.com/people/rudolph-giuliani-9312674


TYPES OF LEADERS

Examples of courageous leaders:

Nelson Mandela, became the first black president of South Africa in 1994, serving until 1999. A symbol of global peacemaking, he won the Nobel Peace Prize in 1993.

Abraham Lincoln, the 16th president of the United States, served during the most difficult and dangerous period of America’s history. Even though his life was constantly in danger and his policies were unpopular with many, he steadfastly held to his convictions and governed with strength, fairness, and dignity. On January 1, 1863, he courageously issued his memorable Emancipation Proclamation, which declared the freedom of slaves within the Confederacy.

General Yakubu "Jack" Dan-Yumma Gowon (born 19 October 1934) was the Nigerian head of state (1966 to 1975). He took power after one military coup d'état and was overthrown in another. During his rule, the Nigerian government successfully prevented Biafran secession during the 1967–70 Nigerian Civil War.

Courageous leaders attract followers and motivate people to change by their willingness to take risks and stand up for their beliefs and values.

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http://www.biography.com/people/nelson-mandela-9397017

http://www.biography.com/people/abraham-lincoln-9382540

http://en.wikipedia.org/wiki/Yakubu_Gowon


TYPES OF LEADERS

INSPIRATIONAL LEADERS

• Inspirational leaders promote change by the power of their passionate commitment to ideas and ideals.

• They lift our eyes from present practicalities to future possibilities.

• Their words stir up our spirits, strengthen our convictions, and move us to action.

• We are eager to follow them because they call forth the best that is in us.

• Inspirational leaders have positive attitudes that create strong emotional connections with people.

• Their speech is enlivened with words such as justice, freedom, honor, respect, pride, and love.

• Their affirming and encouraging demeanor builds the confidence of their followers and elicits their wholehearted devotion.

• Their can-do attitude keeps hope alive during difficult times.

• Inspirational leaders create a sense of urgency by explaining why it’s important to take action sooner rather than later. 15

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TYPES OF LEADERS

Examples of inspirational leaders:

Ronald Reagan, the 40th president of the United States, was known for his strong leadership on behalf of free enterprise and politically conservative ideals. His inspirational leadership style incorporated excellent communication skills seasoned with humor and optimism. He had a sign on his desk in the Oval Office that read, “It can be done!”

Martin Luther King, Jr., was an American clergyman, activist, and leader in the African-American Civil Rights Movement. He is best known for his belief in nonviolent civil disobedience. His words and actions have inspired many people to speak up and stand up for what’s right.

Dayo Israel, is an astute motivational speaker and advisor to many world leaders, business executive, politicians, young entrepreneur and sports professionals. He is also an internationally recognized personality with over 12years of professionalexperience in international development having worked with organizations such as: The United Nations, British Council, Save the Children UK, UNICEF etc.

Inspirational leaders attract followers and motivate people to change by the power of their passion and their strong convictions.

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http://www.whitehouse.gov/about/presidents/ronaldreagan

http://www.biography.com/people/martin-luther-king-jr-9365086

http://dayoisrael.com/dayo-israel-named-one-of-africas-top-30-most-inspirational-young-people-to-moderate-commonwealth-youth-peer-review-meeting/


TYPES OF LEADERS

SERVANT LEADERS

• Servant leaders care deeply about people.

• They seek to remove the barriers and obstacles that hold others back from achieving their full potential.

• They strive to create an environment where their followers can do their best work. Servant leaders frequently ask, “How can I help?”

Former AT&T executive Robert K. Greenleaf popularized the concept of the servant leader in “The Servant as Leader,” an essay

first published in 1970.

Kent Keith, CEO of the Greenleaf Center for Servant Leadership, states, “I think the simplest way to explain it would be to say that

servant leaders focus on identifying and meeting the needs of others rather than trying to acquire power, wealth, and fame for

themselves.”

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https://greenleaf.org/about-us/about-robert-k-greenleaf/

https://greenleaf.org/what-is-servant-leadership/

http://www.keithkent.ie/


TYPES OF LEADERS

Examples of servant leaders include:

Mother Teresa founded the Missionaries of Charity, a Roman Catholic religious congregation, in Calcutta, India. Today, the ministry has more than 4,500 sisters ministering in 133 countries. Members vow to give “wholehearted and free service to the poorest of the poor.”

Oprah Winfrey is the chairman of Harpo Inc. Her focus is helping others succeed. Many of her TV programs and outreach initiatives are aimed at removing obstacles, so people can achieve their potential. Her goal is to empower people to achieve their dreams.

Max DePree was the CEO of Herman Miller office furniture company from 1980 to 1987. Max states, “The first responsibility of a leader is to define reality. The last is to say ‘thank you.’ In between, the leader is a servant.”

Servant leaders attract followers and motivate people to change by helping to remove obstacles that are in the way of their growth and development.

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http://www.biography.com/people/mother-teresa-9504160

http://www.biography.com/people/oprah-winfrey-9534419

http://en.wikipedia.org/wiki/Max_De_Pree


TYPES OF LEADERS

Successful leaders come in different shapes and sizes. No two are alike, and no single leadership style is always best. All leaders

want to change the status quo, but they use different means. Some take the lead with their ideas, while others lead with their

passion and conviction. Still others lead by demonstrating courage in the face of risks and the unknown, and some bring about

change by serving others.

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INTRODUCTION TO LEADERSHIPSEASON 2

Where we introduce personal leadership and team development..

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ORGANIZATIONAL LEADERSHIP

• Effective organizational leadership can help prioritize objectives for subordinates and can provide guidance toward achieving the overall corporate vision in ipNX.

• Organizational Leadership ( Management ) provides inspiration, visioning, strategic direction, objectives setting and operational planning for the organization.

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PURPOSE OF LEADERSHIP

• Team Leadership is a way of focusing and motivating a group to enable them to achieve their aims.

• It also involves being accountable and responsible for the group as a whole.

A leader very simply stirs the ship.

• provides continuity and momentum• is flexible in allowing changes of direction

Ideally, a leader should be a few steps ahead of their team, but not too far for the team to be able to understand and follow them.

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PURPOSE OF LEADERSHIP

•Leadership Operations

Operationally Leaders must have a wide range of skills, techniques and strategies. These include active work skills such as

• Planning• Communication • Organization• Financial• Awareness of the wider environment in which the team operates.

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How is leadership taught? How is leadership learned?

•Are leaders born, or are they made? Most leadership experts believe that leaders are made, not born.

•Gardner insists that most of the attributes of leadership can be learned, but there is a strong case for the value of early influences in childhood.

•Bennis is equally unequivocally in his belief that nearly anyone can become a leader, given the right setting, context, and skills training.

•There is a broad diversity of people who have become leaders. Leaders emerge in national, state, regional, and local politics; at the top and bottom of fortune 100 companies; in large and small businesses; in professional sports and the local wrestling; and in high religious office and the neighborhood parish church, and mosque. Leaders can come from all walks of life, from all ethnicgroups, from all social strata, and from a broad range of IQs. The message is that virtually everyone has the innate potential to become a leader.

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THE ROUTE TO PERSONAL LEADERSHIP DEVELOPMENTThEdge


The crucial role of settings and context in making leaders.

• Context is cited constantly as the key factor in creating leaders.

• Individuals with no visible leadership ability in one context -- their job, for example -- may exhibit strong leadership ability in another context -- organizing the local church or residents association.

• E.g. Winston Churchill, whose career was spotty and unremarkable until World War II. At age sixty-six, the crusty, old-school patriotic warrior suddenly became a perfect fit for the do-or-die leadership that Britain so desperately needed during WW2. Note that the “window" may close just as quickly and dramatically as it opens. In post-war Britain, the voters quickly and unceremoniously dropped Churchill.

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THE ROUTE TO PERSONAL LEADERSHIP DEVELOPMENT

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No Innate Traits Guarantee Leadership

• Many examples are given of people who have traits commonly associated with leadership -- charisma, high energy, levels, high I.Q. -- but who fail to develop as leaders.

•There appears to be no innate trait that by itself gives a significant advantage for success in leadership. However, the premise remains that virtually everyone has the potential for becoming a leader.

•There is clearly more to the leadership education process than providing a candidate leader with the proper setting and watching leadership spontaneously bloom.

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THE ROUTE TO PERSONAL LEADERSHIP DEVELOPMENTThEdge


• Self Education • Self Exploration• Coaching / Mentoring• Observation• Formal Learning• Personal Effectiveness

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THE ROUTE TO PERSONAL LEADERSHIP DEVELOPMENT

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THE ROUTE TO LEADERSHIP – SELF EDUCATION

• Self Education

This involves awareness of self, strengths, weaknesses, talents and limitations. It may involve unlearning of childhood conformism, traits, values and experiences and relearning current culturally and socially relevant wisdoms, norms paradigms, attributes.

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THE ROUTE TO LEADERSHIP – SELF EXPLORATION

• Self Exploration - Determining your purpose (ambition)

and knowing what exactly you want

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TEST 1 knowing what you want, knowing your abilities and capacities, and recognizing the difference between the two.

TEST 2 knowing what drives you, knowing what gives you satisfaction, and knowing the difference between the two

TEST 3 Knowing what your values and priorities are, knowing what the values and priorities of your organization are, and measuring the difference between the two.

TEST 4 having measured the differences between what you want and what you’re able to do, and between what drives you and what satisfies you, and between what your values are and what the organizations values are — are you able and willing to overcome those differences?

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THE ROUTE TO LEADERSHIP: COACHING/ MENTORING

Coaching / Mentoring Is a training or development process in which an individual is supported while achieving a

specific personal or professional competence result or goal.

•Organisations can have programs that pair up the inexperienced with the experienced. These programs allow prospective leaders to view leadership up close and expose them to role models. A mentor can also help expose the trainee to real leadership situations in a carefully controlled set of circumstances. Much of leadership training comes from trying (and failingoften).

•The mentor can help steer the trainee around some of the pitfalls of leadership. And when failure does occur, the mentor canhelp minimize the trauma of failure and help the trainee learn from the experience rather than be defeated by it.

•This may also be applied informally between two individuals where one has greater experience and expertise than the other and offers advice and guidance as the other goes through a learning process.

•coaching differs from mentoring by focusing upon competence specifics, as opposed to general overall development.

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THE ROUTE TO LEADERSHIP: OBSERVATION & LEARNING

•Observation

Asking questions both from internal and external coaches, mentors . Constantly seeking new knowledge. Understanding and interpreting the environment.

•Formal Learning

Series of formal, structured and timely learning interventions and exercises organized by the company.

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Personal Effectiveness

• Making the most at all personal resources at our disposal - our personal talents, energy and time relative to what's most important to us.

• Personally effective people are thus more than just people who get what they want. They really have two qualities:

• They make good use of their resources • they are skilled at achieving their goals

• Whether you want to be a successful sales person or good in sports, being effective means a combination of efficiency and skilled execution.

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THE ROUTE TO LEADERSHIP: PERSONAL EFFECTIVENESS ThEdge


People are personally effective in different ways because everyone has different goals, values and priorities.

Skilled communicators, for example, can be effective in numerous ways depending on what they want to achieve. Those who

want to entertain people have a good sense of humor. If they want to wow large audiences, they must have excellent

presentation skills.

Similarly, a leader needs to determine the level of personal effectiveness required in the organisation and his role.

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THE ROUTE TO LEADERSHIP: PERSONAL EFFECIVENESS

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PERSONAL EFFECTIVENESS

What Does Personal Effectiveness Mean to You?

Which of these goals mean something to you?

• Getting your work done to high quality standards• Taking care of my family and making them happy• Career advancement• Influencing people• Making and keeping new friends• Earning a lot of money• Earning the respect of my colleagues• Becoming an expert in my field• Becoming the CEO• Or something else

People who are personally effective make good use of their skills. They don't squander them. They use them to achieve their goals and do so in a way that is efficient and cost effective.

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How can you become more personally effective?

Start by clarifying your goals, values and priorities. What is it that you want to achieve, in the short term at least, if you aren't

sure about the longer term? What skills do you need to acquire in order to achieve your goals?

Then: what is the most efficient, easiest way you can get what you want? That is, how can you apply your skills? How can you

invest your time and effort to get the best return on all your efforts and talents?

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Personal Effectiveness and Confidence

It is hard to be effective if we aren't confident. Our confidence grows when we play to our strengths and have a confident

attitude. Confidence isn't based on the way we are or what happens to us as much as you would think. It's just that we tend to

blame circumstances for our failings so we don't see that it's all between the ears. That is, it's not how we are but how we see

ourselves that counts.

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Personal Effectiveness Creates Success & STAR performance!!

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LEADING AND DEVELOPING AN EFFECTIVE TEAM

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"A team is a small number of people with complimentary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.“

Using this definition, we can outline three important competencies for the effective team builder and leader.

• Promoting understanding of why a group of people need to be a team. The team needs to understand its shared goals and what each team member brings to the team that is relevant and crucial to its overall successes.

• Ensuring the team has adequate knowledge to accomplish its task. This includes information relevant to the team's goals and individual job competencies.

• Facilitating effective interaction in such as way as to ensure good problem solving, decision making and coordination of effort.

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Characteristics of Highly Effective Teams

• An effective team understands the big picture.

• An effective team has common goals.

• An effective team works collaboratively, as a unit.

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The Roles of the Effective Team Leader

• Provision of necessary support and structure for the team.

• Provision of the resources and training required to develop the skills needed to carry out the jobs.

• Provision of timely feedback through the creation of constructive communication.

• Creating an environment that promotes problem-solving.

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Ways to Build an Effective Team

• Clarify the common goals and purposes.• Clarify each person’s role in achieving the common purpose.• Put team members in touch with the people who use what they do.• Pay attention to conflicts when they arise.• Work out ways to resolve conflicts.• Remember your leadership role.• Make sure team members interact at meetings.• Allow team members to have input into their jobs.• Make sure there is room for minority or unpopular views.• Appraise and reward the team as a whole.• Appraise and reward each employee individually, including a review of his or her

teamwork.• Communicate team successes.

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ACHIEVING RESULTS THROUGH PEOPLE

• Build relationships of trust with high-potential individuals.

• Find ways to connect the dreams and hopes of others to organizational mission and vision.

• Appreciate the skills of others.

• Leverage new relationships.

• Lastly, support and keep out of the way.

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INTRODUCTION TO LEADERSHIPSEASON 3

Where we look at different Leadership Styles & Mechanisms….

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LEADERSHIP STYLES

•Leadership is Dynamic.

•Different types of leadership styles exist in work environments.

•Different advantages and disadvantages exist for each style.

• The Culture and goals of an organization determine which leadership style fits the firm best.

•Some companies offer several leadership styles within the organization, dependent upon the necessary tasks to complete and departmental needs.

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LEADERSHIP STYLES – LAISSEZ FAIRE

LAISSEZ FAIRE

A laissez-faire leader lacks direct supervision of employees and fails to provide regular feedback to those under his supervision.

FOR WHO?

• Highly experienced and trained employees requiring minimal supervision.

AVOID FOR?

• Employees who need close supervision.

The laissez-faire style produces no leadership or supervision efforts from managers, which can lead to poor production/output, lack of control and increasing costs. This leadership style hinders the development of employees needing supervision.

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LEADERSHIP STYLES - AUTOCRATIC

AUTOCRATIC

The autocratic leadership style allows managers to make decisions alone without the input of others.

Managers possess total authority and impose their will on employees. No one challenges the decisionsof autocratic leaders. Countries such as Cuba and North Korea operate under the autocratic leadership style.

FOR WHO?

• Employees who require close supervision.

AVOID FOR?

• Creative employees who thrive in group functions detest this leadership style.

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LEADERSHIP STYLES - PARTICIPATIVE

PARTICIPATIVE

•Often called the democratic leadership style, participative leadership values the input of team members and peers, but the responsibility of making the final decision rests with the participative leader.

•Participative leadership boosts employee morale because employees make contributions to the decision-making process. It causes them to feel as if their opinions matter.

•When a company needs to make changes within the organization, the participative leadership style helps employees accept changes easily because they play a role in the process.

•This style meets challenges when companies need to make a decision in a short period.

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LEADERSHIP STYLES - TRANSACTIONAL

TRANSACTIONAL

•Managers using the transactional leadership style receive certain tasks to pass on rewards or sanctions to team members based on performance results.

•Managers and team members set predetermined goals together, and employees agree to follow the direction and leadership of the manager to accomplish those goals.

•The Manager possesses power to review results and train or correct employees when team members fail to meet goals. Employees receive rewards, such as bonuses, when they accomplish goals.

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LEADERSHIP STYLES - TRANSFORMATIONAL

TRANSFORMATIONAL

•The transformational leadership style depends on high levels of communication from management to meet goals.

•Leaders motivate employees and enhance productivity and efficiency through communication and high visibility.

•This style of leadership requires the involvement of management to meet goals.

•Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals

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DIFFERENT LEADERSHIP MECHANISMS TO USE TO ACHIEVE RESULTS

•Extraordinary circumstances call for extraordinary measures.

•Successful leaders familiarize themselves with different styles of leadership so when an opportunity or a crisis arises, they know how to respond.

•Without a firm grasp of effective leadership techniques, company leaders may fail to recognize chances to improve productivity, motivate during crisis, take advantage of a situation, or avert a disaster.

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DIFFERENT LEADERSHIP MECHANISMS USED TO ACHIEVE RESULTS

•CHANGE

•INNOVATION

•COLLABORATION

•MOTIVATION

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DIFFERENT LEADERSHIP MECHANISMS USED TO ACHIEVE RESULTS

CHANGE•Periods of change – technology, product or ownership - present both threats and opportunities.

•Successful leaders implement change in a series of steps. •They develop a sense of urgency to motivate others, bring people together to make changes, create and communicate a vision, remove obstacles, and implement short-term and long-term adjustments to policies, procedures and services.

• If Time is critical such as in a natural or manmade disaster, leaders here need to transit to an autocratic leadership style to implement immediate changes to minimize the damage. An autocratic leader makes all the decisions without consulting subordinates, so action happen quickly. •If Time permits, a leader switches to the visionary style to mobilize his workforce by inspiring them.

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MANAGING CHANGE

Change Management process

The change management process is the sequence of steps or activities that a change management team or project leader would follow to apply change management to a project or change.

Based on Prosci's research of the most effective and commonly applied change, the change management process contains the following three phases:

• Phase 1 - Preparing for change (Preparation, assessment and strategy development)• Phase 2 - Managing change (Detailed planning and change management implementation)• Phase 3 - Reinforcing change (Data gathering, corrective action and recognition)

Change management is the application of a structured process and set of tools for leading the people side of change to achieve adesired outcome.

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DIFFERENT LEADERSHIP MECHANISMS USED TO ACHIEVE RESULTSThEdge


MANAGING CHANGE

PHASE1 –Preparing for change

Define your change

management strategy

Prepare your change

management team

Develop your sponsorship

model

PHASE 2 –Managing

Change

Develop Change

management plans

Take action and implement

plans

PHASE 3 –Reinforcing

Change

Collect and Analyze

Feedback

Diagnose gaps and manage

resistance

Implement corrective

actions and celebrate successes

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DIFFERENT LEADERSHIP MECHANISMS …..

INNOVATIONConstant and dynamic innovation of strategies and operations are required to guarantee financial performance and avoid obsolescence.

•Successful businesses introduce new products and services to capture new markets. Using innovative methods, they reduce operating costs, improve quality, and increase customer satisfaction.

•Successful Leaders are constantly reviewing self, team and organisationaldevelopment to ensure alignment with being future fit for Change.

•Leaders here need to transit to pace setting leadership. This gets results from a highly motivated and experienced team, but tends to produce poor results with a less competent set of employees reacting to a crisis.

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COLLABORATION

•During both successful periods and crisis situations, leaders need to get people to work together.

•In a crisis, using the command style works when a leader requires immediate compliance to ensure safety.

•During stressful times, using an affiliative style helps team members bond, but over-nurturing subordinates may foster mediocre performance in the long run.

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MOTIVATION

•Organizations face daily challenges, both short-term and long-term.

•Effective leaders motivate the workforce to maintain high productivity levels.

•The coaching or mentoring style encourages subordinates to try out new techniques. This can lead to breakthroughs and success.

• In difficult times, such as a financial crisis, a leader may need to use the coercive style to control team members and force them to do work in a different way. In general, though, this style alienates and disenfranchises people.

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INTRODUCTION TO LEADERSHIP…FINALE…

Where we look at different Leadership Skills & Characteristics….

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BECOMING A LEADER

True leadership is born out of a guiding vision and a

PASSION to accomplish a noble task, and to inspire others

to develop and release their potential. It derives its

fulfillment from the success of others.

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BECOMING A LEADER

• Learn More About Your Leadership Style

• Encourage Creativity

• Serve As a Role Model

• Be Passionate

• Listen and Communicate Effectively

• Have a Positive Attitude

• Encourage People to Make Contributions

• Motivate Your Followers

• Offer Rewards and Recognition

• Keep Trying New Things

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HOW TO DEVELOP YOURSELF AS A LEADER AND DEVELOP THE SKILLS OF OTHERS

• Take Ownership!!!

• Taking Initiative

• Critical Thinking

• Listening effectively

• Motivating others

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• Discipline

• Constant learning

• Know how to delegate

• Handling conflicts

• Be a follower

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THE KEY SKILLS AND CHARACTERISTICS OF EFFECTIVE LEADERS

• OrganizationEffective team leaders possess exceptional organizational skills. Organizational skills help team leaders plan objectives andstrategies, which allow team members to perform optimally. Organized team leaders put systems in place that maintain order and guide team members toward meeting company goals and objectives.

• Proactive vs. ReactiveThe exceptional leader is always thinking three steps ahead. Working to master his/her own environment with the goal of avoiding problems before they arise.

• Flexible/AdaptableHow do you handle yourself in unexpected or uncomfortable situations? An effective leader will adapt to new surroundings and situations, doing his/her best to adjust.

• A Good CommunicatorAs a leader, one must listen...a lot! You must be willing to work to understand the needs and desires of others. A good leader asks many questions, considers all options, and leads in the right direction.

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• Well EducatedKnowledge is power. Work to be well educated on technical knowledge, company policies, procedures, organizational norms, etc. Further, your knowledge of issues and information will only increase your success in leading others and increase your confidence.

• EnthusiasticExcitement is contagious. When a leader is motivated and excited about the cause people will be more inclined to follow.

• Open-MindedWork to consider all options when making decisions. A strong leader will evaluate the input from all interested parties and work for the betterment of the whole.

• ResourcefulUtilize the resources available to you. If you don't know the answer to something find out by asking questions. A leader mustcreate access to information.

• RewardingAn exceptional leader will recognize the efforts of others and reinforce those actions. We all enjoy being recognized for ouractions! 64

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THE KEY SKILLS AND CHARACTERISTICS OF EFFECTIVE LEADERS • Open to Change

A leader will take into account all points of view and will be willing to change a policy, program, cultural tradition that is outdated, or no longer beneficial to the group as a whole.

• Interested in FeedbackHow do people feel about your leadership skill set? How can you improve? These are important questions that a leader needs to constantly ask the chapter. View feedback as a gift to improve.

• EvaluativeEvaluation of events and programs is essential for an organization/group to improve and progress. An exceptional leader will constantly evaluate and change programs and policies that are not working.

• Consistent / FairnessConfidence and respect cannot be attained without your leadership being consistent. There are traits about you that your subordinates must be able to take to the bank. A quality team leader treats team members fairly. He is consistent with rewards and recognition, as well as disciplinary action. A fair leader ensures all employees receive the same treatment.

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• RespectfulA quality team leader is respectful of his team members. A respectful leader empowers employees by encouraging them to

offer ideas about decisions that affect them. This lets team members know that the leader respects their input and opinion

• NegotiationTeam leaders utilize negotiation skills to achieve results and reach an understanding in the event of a workplace conflict. Team leaders who negotiate effectively streamline the decision-making process, as well as solve problems for the best interest of everyone involved.

• FacilitatorEffective team leaders are powerful facilitators. As a facilitator, team leaders help workers understand their goals. They also help organize an action plan to ensure team members meet their goals and objectives more efficiently.

• IntegrityAn effective team leader is honest and open with his team members. Leaders who possess integrity gain the trust of team members because he does what he says he will do and treats others the same way he wants to be treated.

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THE KEY SKILLS AND CHARACTERISTICS OF EFFECTIVE LEADERS • Delegator

Effective team leaders know how to share leadership through delegation. Delegating certain tasks to trustworthy team members allows the leader to focus on improving workplace functions and production.

• InitiativeA leader should work to be the motivator, an initiator. He/she must be a key element in the planning and implementing of new ideas, programs, policies, events.

• Project ConfidenceNo one will respect or follow an empty vessel. An effective team leader is confident in his abilities, as well as abilities of his

team members. A confident leader is secure in the decisions he makes that affect his team. A self-confident team leader reassures team members of his authority within the organization.

• InfluentialInfluential leaders help inspire the commitment of team members to meet company goals and objectives. Influential leaders

also help manage change in the workplace by gaining the confidence of workers through effective decision making and communication.

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BENEFITS OF LEADERSHIP

• Improved productivity of the workforce

• Improved ability to succeed under pressure

• Increased emotional intelligence

• Growth in confidence in your team

• Improved listening and communication skills

• Increased awareness of diversity in the workforce

• Improved innovation and creativeness

• Dependable, reliable and competent workforce

• Self and financial achievement

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CHALLENGES OF BEING A LEADER

• Rejection

• Criticism

• Loneliness

• Constant Self Development

• Constant Pressure

• Mental and Physical fatigue

• Price paid by those closest to you

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CONCLUSION

Leading a team or group is a real skill that takes time, thought and dedication. Leadership is the most studied aspect of business

and organization because it is the one overarching topic that makes the difference between success and failure. At times it may

seem overwhelmingly complex, but by focusing on some fundamentals you will find that you can lead your team with confidence

and skill.

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DO YOU HAVE ANY QUESTIONS?

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Thank you!

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Documents

INTRODUCTION TO LEADERSHIP - ipNX Nigeriahr.ipnxnigeria.net/hrec/access/downloads/INTRODUCTION TO LEADER… · General Yakubu "Jack" Dan-Yumma Gowon (born 19 October 1934) ... He