The document discusses various leadership styles and theories. It covers trait theories, which examine personality characteristics of leaders, and behavioral theories, which focus on what leaders do. Contingency theories consider how the situation influences leadership effectiveness. The document also discusses power and influence theories, sources of power, and authentic, ethical leadership. It provides an overview of transformational leadership and situational leadership theories. The goal is to help readers understand different perspectives on leadership and improve their own skills.

1. Safety Leadership
or
Sinking Ship
“I am the master of my fate
I am the captain of my soul!”

2. Which button are you
• Many of us are acquainted with this eloquent
example of persistence and determination in
achieving victory. Without a strong motivation
to lead, you'll struggle to improve your skills or
become an effective leader.

3. How Good Are Your Leadership Skills

4. You could be one of Eight
The main leadership styles include:
• Transactional leadership.
• Autocratic leadership.
• Bureaucratic leadership.
• Charismatic leadership.
• Democratic/participative leadership.
• Laissez-faire leadership.
• Task-oriented leadership.
• People/relations-oriented leadership.
• Servant leadership.
• Transformational leadership.

5. • Successful leaders tend to have certain traits. Two keys areas of personal
growth and development are fundamental to leadership success: self-
confidence, and a positive attitude.
• Self-confident people are usually inspiring, and people like to be around
individuals who believe in themselves and what they're doing. Likewise, if
you're a positive and optimistic person who tries to make the best of any
situation, you'll find it much easier to motivate people to do their best.
Self-confidence is built by mastering significant skills and situations, and
by knowing that you can add real value by the work you do. One of the
best ways to improve your confidence is to become aware of all of the
things you've already achieved.
A positive mindset is also associated with strong leadership. However, being
positive is much more than presenting a happy face to the world: you need to
develop a strong sense of balance, and recognize that setbacks and problems
happen – it's how you deal with those problems that makes the difference.
• Positive people approach situations realistically, prepared to make the
changes necessary to overcome a problem. Negative people, on the other
hand, often give in to the stress and pressure of the situation. This can
lead to fear, worry, distress, anger and failure.

6. Leadership Style Matrix

7. Reach out Use the Force Luke
Transformational leadership is a leadership style where leaders create an
inspiring vision of the future, motivate their followers to achieve it, manage
implementation successfully, and develop the members of their teams to be
even more effective in the future. We explore these dimensions below.
• Vision of the Future, and to present this vision in a way that's compelling
and inspiring to the people you lead.
• Strategy Menu From there, good use of strategic analysis techniques can
help you gain the key insights you need into the environment you're
operating in, and into the needs of your clients.
• With these tools, you can identify the challenges you face and identify the
options available to you. Good use of Prioritization Skills and Decision-
Making Techniques will help you identify your best strategic options, and
validate your chosen way forward.
• Finally, to sell your vision, you need the ability to create a compelling and
interesting story. Our article on Powers of Persuasion can help you open
closed minds, so that people consider your ideas fairly.

8. The Now not the latter
• Effective leaders manage performance by
setting their expectations clearly and
concisely. When everyone knows what's
expected, it's much easier to get high
performance. There's little uncertainty,
therefore you can deal with performance
issues quickly.

9. The old way is not the new way
• The old-fashioned view of leadership is that
leaders are marked out for leadership from
early on in their lives; and that if you are not a
born leader, there's little you can do to
become one.
• That's not the way we see it now. The modern
view is that through patience, persistence and
hard work, you can be a truly effective leader,
just as long as you make the effort needed.

10. Right things
"Leaders are people who do the right thing;
managers are people who do things right.
Leadership is the art of getting someone else to
do something you want done because he wants
to do it."

11. THE PEOPLE N SAFETY PROCESS

12. The Four Core Theory Groups
Trait Theories – What Type of Person Makes a Good Leader
• Trait theories argue that effective leaders share a number
of common personality characteristics, or "traits."
• Early trait theories said that leadership is an innate,
instinctive quality that you do or don't have. Thankfully,
we've moved on from this idea, and we're learning more
about what we can do to develop leadership qualities
within ourselves and others.
• Trait theories help us identify traits and qualities (for
example, integrity, empathy, assertiveness, good decision-
making skills, and likability) that are helpful when leading
others.

13. The Four Core Theory Groups
Behavioral Theories – What Does a Good Leader Do?
• Behavioral theories focus on how leaders behave. For instance, do leaders
dictate what needs to be done and expect cooperation? Or do they involve
their teams in decision-making to encourage acceptance and support?
• Autocratic leaders make decisions without consulting their teams. This
style of leadership is considered appropriate when decisions need to be
made quickly, when there's no need for input, and when team agreement
isn't necessary for a successful outcome.
• Democratic leaders allow the team to provide input before making a
decision, although the degree of input can vary from leader to leader. This
style is important when team agreement matters, but it can be difficult to
manage when there are lots of different perspectives and ideas.
• Laissez-faire leaders don't interfere; they allow people within the team to
make many of the decisions. This works well when the team is highly
capable, is motivated, and doesn't need close supervision. However, this
behavior can arise because the leader is lazy or distracted. This is where
this approach can fail

14. The Four Core Theory Groups
• Contingency Theories – How Does the Situation
Influence Good Leadership?
• The realization that there is no one correct type of
leader led to theories that the best leadership style
depends on the situation. These theories try to predict
which style is best in which circumstance.
• For instance, when you need to make quick decisions,
which style is best? When you need the full support of
your team, is there a more effective way to lead?
Should a leader be more people-oriented or task-
oriented? These are all questions that contingency
leadership theories try to address.

15. The Four Core Theory Groups
Power and Influence Theories – What is the
Source of the Leader's Power?
• Power and influence theories of leadership
take an entirely different approach – these are
based on the different ways that leaders use
power and influence to get things done, and
they look at the leadership styles that emerge
as a result.

16. Hersey-Blanchard Situational
According to Hersey and Blanchard, there are four main
leadership styles:
• Telling (S1) – Leaders tell their people exactly what to do,
and how to do it.
• Selling (S2) – Leaders still provide information and
direction, but there's more communication with followers.
Leaders "sell" their message to get the team on board.
• Participating (S3) – Leaders focus more on the relationship
and less on direction. The leader works with the team, and
shares decision-making responsibilities.
• Delegating (S4) – Leaders pass most of the responsibility
onto the follower or group. The leaders still monitor
progress, but they're less involved in decisions.

17. Maturity
They break maturity down into four different levels:
• M1 – People at this level of maturity are at the bottom
level of the scale. They lack the knowledge, skills, or
confidence to work on their own, and they often need to
be pushed to take the task on.
• M2 – At this level, followers might be willing to work on the
task, but they still don't have the skills to do it successfully.
• M3 – Here, followers are ready and willing to help with the
task. They have more skills than the M2 group, but they're
still not confident in their abilities.
• M4 – These followers are able to work on their own. They
have high confidence and strong skills, and they're
committed to the task.

18. The Group Picture

19. Raven's Five Forms of Power
Understanding Power
• Legitimate – This comes from the belief that a person has the right to make
demands, and expect compliance and obedience from others.
• Reward – This results from one person's ability to compensate another for
compliance.
• Expert – This is based on a person's superior skill and knowledge.
• Referent – This is the result of a person's perceived attractiveness, worthiness, and
right to respect from others.
• Coercive – This comes from the belief that a person can punish others for
noncompliance.
If you're aware of these sources of power, you can…
• Better understand why you're influenced by someone, and decide whether you
want to accept the base of power being used.
• Recognize your own sources of power.
• Build your leadership skills by using and developing your own sources of power,
appropriately, and for best effect.

20. The Getter Done Attitude
What is Authentic Leadership?
• So, authentic leadership can inspire people to pull
together, work hard, and communicate. But how
do you become an authentic leader? What does
it involve?
• There's no easy answer for these questions,
because it means a lot of different things. It
involves a diverse group of skills, actions, and
behaviors. At root, however, authentic leadership
is all about ...

21. Set the Tone
• Your personal values are also important. If the company's
written rules don't say that you must be fair to everyone,
but this value is important to you – then, of course, you're
going to do it.
• Good leaders follow their personal values as well as
organizational values.
Ask yourself these questions:
• What standards of behavior are really important to my
company?
• What specific values do I admire in certain leaders? Do I
identify with those values?
• Would I still live by those values, even if they put me at a
competitive disadvantage?

22. Recognize Ethical Dilemmas
• Here's the scenario: You're in a meeting with other top executives, and you realize that one of your
colleagues has changed the numbers in his report.
• As you listen, you realize that he's exaggerating how well his team is doing on a major project.
Instead of saying that his team will finish in eight weeks, which he previously told you, he's
promising to be done in only five weeks.
Identify "trigger" situations – Certain situations seem to attract ethical dilemmas. Some of these are
areas like purchasing, hiring, firing, promoting, and calculating bonuses.
Prepare in advance – Imagine yourself in the situations we just mentioned. What would you do if you
knew one of your colleagues was about to be fired, but you weren't legally allowed to tell her?
Listen to your "inner voice" – Your conscience often tells you that something isn't right, even if this is
just a feeling of uneasiness with something. If you face a situation that makes you uncomfortable, or
goes against one of your core values or beliefs, then make sure that you stop and think things through
rationally.
Reevaluate your decision before you act – If you're in a difficult situation and you aren't sure what to
do, make a decision. But before you act on that decision, ask yourself how you would feel if your actions
were in the company newsletter or on the evening news for everyone to see. Would you be proud of
what you did? If not, then reconsider your decision.

23. D and P Leadership Model
• Leadership is about setting direction and
helping people do the right things. However, it
can involve so much more than this!
• In particular, leadership is a long-term process
in which - in a very real and practical way - all
actions have consequences, and "what goes
around comes around."

24. four key factors that contribute
• The Leader: This is the person who takes charge, and directs the
group's performance.
• Followers: These are the people who follow the leader's directions
on tasks and projects.
• The Context: This is the situation in which the work is performed.
For instance, it may be a regular workday, an emergency project, or
a challenging, long-term assignment. Context can also cover the
physical environment, resources available, and events in the wider
organization.
• Outcomes: These are the results of the process. Outcomes could be
reaching a particular goal, developing a high-quality product, or
resolving a customer service issue. They can also include things like
improved trust and respect between the leader and followers, or
higher team morale. -

25. See the Planets align

26. Your Last Page Captain
• Providing regular feedback.
• Being aware of actions and reactions.
• Leading honestly and ethically.
• Leading with the right style.
• Assigning tasks consciously and intelligently.
• Focusing on relationship development