presentation that brings leadership into practice

3. Session objectives
What is leadership?
Identify the traits and skills of an effective leader
Key leadership theories
Identify the role, duties and responsibilities of a Team
Leader
Understanding situational leadership and common
mistakes of leaders
Practicing situational leadership
Developing progress plan for each team member
Leadership Skills

4. Group exercise
Leadership Skills

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

6. “Management is doing things right, leadership is
doing the right things”
(Warren Bennis and Peter Drucker)
Leadership is:
The ability to positively influence people and
systems to have a meaningful impact and achieve
results.
 Leading People
 Influencing People
 Commanding People
 Guiding People
Understanding Leadership
Leadership Skills

8. leader manager
Working on the system Working in the system
Create opportunities React
Seek opportunities Control risks
Change organizational rules Enforce organizational rules
Provide a vision to believe in and
strategic alignment
Seek and then follow direction
Motivate people by satisfying
basic human needs
Control people by pushing them in
the right direction
Inspire achievement and energize
people
Coordinate effort
Coach followers, create self-
leaders and empower them
Provide instructions
Understanding difference between leader and
managerLeadership Skills

9. MANAGERS LEADERS
Administer Innovate
Maintain Develop
Control Inspire
Short term view Long term view
Ask how & when Ask what & why
Initiate Originate
Accept the status quo Challenge the status quo
Do things right Do right things.
Understanding difference between leader and
managerLeadership Skills

10. • The manager administers; the leader innovates.
• The manager maintains; the leader develops.
• The manager accepts reality; the leader investigates it.
• The manager focuses on systems and structures; the leader focuses
on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a long-range
perspective.
• The manager asks how and when; the leader asks what and why.
• The manager has his or her eye always on the bottom line; the leader
has his or her eye on the horizon.
• The manager imitates; the leader originates.
• The manager accepts the status quo; the leader challenges it.
• The manager is the classic good soldier; the leader is his or her own
person.
Understanding difference between leader and
managerLeadership Skills

11. Characteristics:
1. Leader must have followers
2. It is working relationship between leader and followers
3. Purpose is to achieve some common goal or goals
4. A leader influences his followers willingly not by force
5. Leadership is exercised in a given situation
6. Leadership is a power relationship
7. It is a continuous process
Understanding difference between leader and
managerLeadership Skills

12. 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)
Leadership Skills

13. 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
Leadership Skills

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

15. 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
Leadership Skills

16. Functional Theories
(John Adair, Action Centred Leadership, 1970)
Leader is concerned with the interaction of 3 areas:
• Task – goal setting, methods and process
• Team – effective interaction/communication,
clarify roles, team morale
• Individual – attention to behaviour, feelings,
coaching, CPD
Leadership Skills
Leadership Theory

17. Behaviourist Theories
(Blake and Mouton, Managerial grid, 1964)
• Leaders behaviour and actions, rather than their traits and skills e.g.
production orientated or people orientated
• Different leadership behaviours categorised as ‘leadership styles’
e.g. autocratic, persuasive, consultative, democratic
• Doesn’t provide guide to effective leadership in different situations

18. 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)
Leadership Skills
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

19. Transformational Theory
(Bass and Avolio, 1994)
• Leaders inspire individuals, develop trust, and
encourage creativity and personal growth
• Individuals develop a sense of purpose to benefit
the group, organisation or society. This goes beyond
their own self-interests and an exchange of rewards
or recognition for effort or loyalty.
Leadership Skills
New Leadership Theory

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

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

22. 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
Leadership Skills
Key Team Leader Responsibilities

23. Responsibility Vs Accountability?
What does having authority mean?
Leadership Skills

24. • 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
Leadership Skills

25. 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
Leadership Skills

26. 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)
Leadership Skills
Team Leader Authority

27. 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
• Find a mentor – learn from positive leadership role-models
• Attend further leadership and management training
• Use the resources on Exeter Leaders Award ELE pages
Leadership Skills

28. Review your performance as a Leader
Leadership Skills
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

29. Ongoing process of influencing …
• Behavior
• Performance
• Results
leadershipLeadership Skills

30. Basic Concept of Situational
Leadership
• There is no best way to influence people
• Effectively influence groups and individuals.
• They are interactive
• That leadership style in many cases is determined by the
follower
• Based upon a relationship between the individual’s
development level on a specific goal or task and the
leadership style that the leader provides
Leadership Skills

31. • we are measured not by what we are, but by the
perception of what we seem to be;
• Not by what we say, but how we are heard:
• Not by what we do, but how we appear to do it
PERCEPTION
Leadership Skills

32. Leadership Skills
ARENA BLIND SPOT
FACADE UNKNOWN
KNOWN TO SELF UNKNOWN TO SELF
FEEDBACK FROM OTHERS
UNKNOWN TO OTHERS
KNOWN TO OTHERS
SELFDISCLOSURE
THE JOHARI WINDOW

33. • DIAGNOSIS
• FLEXIBILITY
• PARTNERING PERFORMANCE
- Situational leadership is not something you do to people
but something you do with people
- Treat different team members differently
- Treat same team member differently as the situation
changes
- Identify and use opportunities to build skills and confidence
of your team member
SITUATIONAL LEADERSHIP SKILLS
Leadership Skills

34. Development Levels
Leadership Skills
willingness Ability

35. Development Levels
Leadership Skills
Willingness is the extent to which an individual or group has
the confidence, commitment, and motivation to
accomplish the task.
 Confidence: the demonstrated assurance in the ability
to perform the work
 Commitment: the demonstrated duty to perform a
task
 Motivation: the demonstrated desire to perform a
task

36. Development Levels
Leadership Skills
Ability is the knowledge, experience and skill an individual
(or group) brings to a particular task or activity.
 Knowledge: the demonstrated understanding of a
specific task
 Skill: the demonstrated proficiency in a task
 Experience: the demonstrated ability gained from
performing a task

37. LowModerateHigh
Low ability
*
High willingness
some ability
*
Low willingness
High ability
*
variable willingness
High ability
*
High willingness
D1D2D3D4
Development Levels
Leadership Skills

38. Development Levels
Leadership Skills
The Enthusiastic Beginner/ The Unconscious
Incompetent
•D1-
The Disillusioned Learner/ The Conscious Incompetent.•D2-
The Reluctant Contributor/ The Conscious Competent.•D3-
The Peak Performer / The Unconscious Competent.•D4-

39. Can’t Set Goals, Train themselves or Direct
themselves.
IN D1
Can’t direct themselves or keep motivation /
confidence up.
IN D2
Can’t run the business without permission.IN D3
Can’t run the business without consultation.IN D4

40. • Listens to the followers’ problems (job or not job related).
• Praises the followers.
• Asks for suggestions or input.
• Encourages the followers.
• Communicates info about the total organization’s
operations.
• Discloses info about himself.
• Facilitates followers’ problem solving.

41. • Sets goals and objectives.
• Plans & organizes work in advance.
• Communicates job priorities.
• Clarifies job profiles.
• Sets timelines.
• Determines methods of evaluation.
• Shows & tells followers how to do specific
tasks.
• Checks work

42. The Leadership Styles
High Directive &
High
Supportive Behavior
High Supportive &
Low
Directive Behavior
High Directive &
Low
Supportive Behavior
Low Supportive &
Low
Directive Behavior
S3 S2
S4 S1
HighLow
High
Directive Behavior

43. S3
S1S4
S2
Low Supportive and
Low Directive
Behavior
High Directive and
Low Supportive
Behavior
High Directive and
High Supportive
Behavior
High Supportive and
Low Directive
Behavior
DEVELOPMENT LEVEL OF FOLLOWER(S)
DEVELOPED DEVELOPING
HIGH LOWMODERATE
D4 D1D2D3
THE FOUR LEADERSHIP STYLES
DIRECTIVE BEHAVIOR
(High)
(High)(Low)
SUPORTIVEBEHAVIOR

44. • Sets goals & defines roles.
• Develops action plan to solve problems.
• Controls decision making “What, How, When,
Where, With whom”.
• Provides specific directions (one way
communications).
• Initiates problem solving.
• Announces solutions & decisions.
• Supervises & evaluates

45. • Identifies problems.
• Sets goals.
• Develops action plan to solve the problem, then
consults the followers.
• Explains decision (two way communication).
• Supports & praises followers’ initiatives.
• Makes final decisions.
• Continues to direct followers’ work.
• Evaluates followers' work

46. • Involves followers in problem identification & goals
setting.
• Asks followers to define tasks.
• Provides assurance, support & resources.
• Shares responsibilities for problem solving &
decision making.
• Listens & facilitates followers’ problem solving.
• Works with followers to evaluate their work.

47. • The follower’s competence and commitment.
• The boss leadership style and expectations.
• Associates leadership styles in the organization.
• Job demands, like complexity, newness, and
importance of task.
• The amount of time available for task completion.
• The leader’s preferred or primary leadership style.

48. • Match
• Over supervision
• Under supervision

49. • Anger, frustration
• No risk – taking
• People work at getting even
• Withdrawal
• No independent decision making, low initiative

50. • People Fail.
• Anger, Frustration
• People feel upset
• No risk-taking

51. Successful Leaders are able
to adapt their style to fit the
requirements of the
situation.