leadership principles and the needed personal characteristics for outstanding leaders

2. Objectives
03
Discussing performance
appraisal errors and how to
avoid them
01
Defining Leadership traits and
behaviors
02
Introducing motivations theories
and how to apply them
04
Knowing how to manage
power and develop trust

3. Why you are here today?
Why you chose to join leadership
and governance training?

4. Who are leaders and
what is leadership?
Leader
Some one who can influence others and
who has managerial authority
Leadership
A process of influencing a group to achieve
goals

5. Leadership Is believing in the future,
yourself, others and in a higher
purpose. Its about building culture,
courage, and confidence through
your action and words and building
that work to achieve common goal
Charismatic
leader quote

6.  What is an effective leader?
 In the 1920s and 1930s leadership
research focused on isolating leaders
traits.

7. Are there a set of traits /characteristics that
would differentiate leaders from non leaders?
Leader
traits
Physical
stature
Appearance
Emotional
stability
Fluency
Social
class

8. ??????
Researchers at the universities of Florida
and North Carolina reported that taller men,
compared to shorter men, tended to
possess higher levels of social esteem,
become successful leaders and have
greater career success
97 percent of senior executives say
that showing confidence and “ grace
under fire” contribute to a woman’s
executive presence.

9. • Despite the best effort of the researchers, it proved
impossible to identify a set of traits that would always
differentiate a leader( the person) from a non leader.
Group members/
Employees
External contributing
factors
Situational
factors

10. So the researchers decided to
study leadership traits
( the process of leading not
persons)…….

11. Eight traits associated with leadership
Drive
Desire to lead
Honesty and
integrity
Intelligence

12. Eight traits associated with leadership
Job- relevant
knowledge
Extraversion
Proneness to
guilt

13. Eight traits associated with leadership
Drive
• Exhibit high effort
level
• High desire for
achievement
• Ambitious
• Tirelessly persistent in
their activities
Desire to lead
• Desire to influence
• Willing to take
responsibility
Honesty and integrity
• Being truthful non
deceitful
• Showing high
consistency between
word and deed
Self-confidence
• Absence of self doubts.
• Rightness of their goals
and decisions

14. Eight traits associated with leadership
Intelligence
• Create vision
• Solve problem
• Make correct decisions
• Intelligent enough to gather,
synthesize, and interpret
large amount of information
Job-relevant
knowledge
• Capable of making well
informed decisions and
the implications of
those decisions
Extraversion
• Sociable
• Assertive
• Rarely silent or withdrawn.
Proneness to guilt
• Strong sense of
responsibility for others

15. Workshop (1)
 Rate the Eight traits associated with leadership from the least
important to the most important from your point of view


16. Leadership behavior
 What do we know about leader behavior and how can it help in
understanding of what an effective leader is?

17. 1- Early leadership style
Autocratic style
Leaders who dictates work methods,
makes unilateral decisions, and limits
employee participation.
Laissez- faire style
A leader who lets the group make
decisions and complete the work in
whatever way it sees fit .
Democratic style
A leader who involve s employees in
decision making, delegates authority, and
uses feedback as an opportunity for
coaching employees.

18. 2- contingency theories of leadership
The leader defines roles and tells people what,
how, when, and where to do various tasks
Telling ( high task – low relationship)
The leader provides both directive and
supportive behavior
Selling ( high task- high relationship)
The leader and the followers share in decision
making, the main role of the leader is
facilitating and communicating
Participating ( low task- high relationship)
The leader provides little direction or support.
Delegating ( low task – low relationship)
Situational
leadership theory
Relationship Task
Followers
readiness

19. Four stages of follower readiness
The reality that it is the followers
who accept or reject the leaders.
People are both unable and willing to take
responsibility for doing something. Followers
aren’t competent or confident.
R1
People are unable but willing to do the
necessary job tasks. followers are motivated
but lack the appropriate skills .
R2
People are able but unwilling to do what the
leader wants. Followers are competent, but don’t
want to do something.
R3
People are both able and willing to do
what is asked of them.
R4

20. Workshop 2
What are the specific leadership behavior for each level of followers readiness
R3
R2
R4
R1

21. Workshop 2
What are the specific leadership behavior for each level of followers readiness
DELEGATING
TELLING
SELLING
PARTICIPATING
R3
R2
R4
R1

22. Contemporary views of leadership
Transformational leadership Team leadership
Transactional leadership Charismatic leadership Authentic leadership

23. An enthusiastic, self-confident leader
whose personality and actions
influence people to behave in certain
ways.
Charismatic
leader

24. Charismatic leader Have a vision, a
willingness to take risks to achieve that vision,
a sensitivity to both environmental
constraints and followers needs and
behaviors that are out of the ordinary

25. Can people learn to be
charismatic? Or
are charismatic leaders born
with their qualities?

26. How to be Charismatic leader
www.free-powerpoint-templates-design.com
Demonstrate powerful,
confident, and
dynamic presence
Using charismatic
nonverbal behaviors
Empathize with the
need of subordinates
Using captivating and
engaging voice tone

27. Charismatic leader
Focus on others, not
yourself
Be more extrovert
Work on your
communication skills
Control your
emotions
Exhibit self-confidence

28. Workshop 3
 Least preferred coworker measure ( LPC) developed by Fred
Fiedler

29. Managing power
 Where do leaders get their power?
29

30. Managing
power Legitimate power Coercive power
Reward power Expert power
The power the leader has
as a result of his or her
position in the
organization
The power a leader has to
punish or control
The power a leader has to
give positive rewards
Referent power
Power that arises because of
a person’s desirable
resources or personal traits
Power based on expertise,
special skills, or knowledge

31. Managing power
 Followers
react out of
fear
 Coercive
power such
as
• Suspend
• Demote
employees
• Assign
unpleasant or
undesirable
work.
 If I admire you I
want to ne
associated with
you
 Admiration
exercise power
because they
want to
Please you and
because they want
to
be like you
 Possessing skills,
knowledge or
expertise that’s
critical to a
workgroup
 The reward can
be anything
employees value
such as:
• money
• Favorable
performance
appraisal
• Promotions
• Interesting work
assignments
• Friendly
colleagues
• Preferred work
shift
.
Leaders in
position hold
reward and
coercive
power .
Legitimate
power
Coercive
power
Reward
power
Referent
power
Expert power

32. Workshop 4
 What is the preferred power management approach from your
perspective?

33. Developing trust

34. Developing trust
Trust
The belief in the integrity,
character, and ability of the a
leader
Credibility
The degree to which followers perceive
someone as honest, competent, and
able to inspire.
Trust and credibility are often used
interchangeably

35. Five dimensions that make up the concept of trust
01 02 04
03 05
Honesty and
truthfulness
Integrity
Technical and
interpersonal
knowledge and
skills
Competency
Reliability,
predictability, and
good judgment in
handling
Consistency
Willingness to
protect a person,
physically and
emotionally
Loyalty
willingness to
share ideas and
information
freely
openness

36. Developing trust
Why is it important that followers trust their leaders?

37. Developing trust
Research has shown;
60% of people trust stranger more than their
boss
Trust in leadership is significantly important to:
 Positive job out comes
 Positive Organizational citizenship behavior
 Job satisfaction
 Organizational commitment

38. Followers who trust a leader are willing
to vulnerable to the leader actions
because they are confident that their
rights and interests will not be abused.

39. Developing trust
Practice openness
Be fair
Speak your feelings
Tell the truth
Show consistency
Fulfill your promises
Maintain confidences
Demonstrate competence
Building
trust

40. Managing Change

41. Why people resist change?
Change replaces the known
with uncertainty
Resistance off fear of losing
something already possessed
People do things out off habit
People belief that change is
incompatible with the goals and
interest of the organization

42. Techniques for reducing resistance to change
Technique
Education and
communication
When used
When resistance
due to
misinformation
Technique
Participation
When used
When resisters
have the expertise
to make the a
contribution
Technique
Facilitation and
support
When used
When resistance
comes from
fearful and
anxiety

43. Techniques for reducing resistance to change
Technique
Negotiation
When used
When
resistance
comes from
powerful group
Technique
Manipulation
When used
When a
powerful
group’s
endorsement is
needed
Technique
Coercion (force)
When used
When a
powerful
group’s
endorsement is
needed