Public Speaking

Lecture 41: Facing the Interview

Prof. Binod Mishra

DEPARTMENT OF HUMANITIES AND SOCIAL SCIENCES

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 “Every interview ... is an
interpersonal drama with a
developing plot” (Pool, 1957).

This Photo by Unknown Author is licensed under CC BY

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 The Day of Interview
 Carrying forward one’s area of expertise, it is essential to present one’s
knowledge in the best possible way during the interview.
 Interview space offers an opportunity for candidates to:
 be vigilant throughout
 display one’s talent and skills
 reassess and self-introspect one’s position
 submit relevant queries and seek clarity
 Concerning the above merits, interviewees should utilise the opportunity to
the fullest.

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 Apparels for Interview
 One’s attire for the interview plays a crucial role in
making the first impression.
 The apparel speaks for itself even before the candidate
establishes rapport with the interviewer.
 Different industries expect a different set of dress
codes to be followed.
 However, it is better to choose a go-to- formal attire
This Photo by Unknown Author is licensed under CC BY-SA

that is usually preferred in most interview set-ups.

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 Tips to Dress Properly for Interview
 Make sure to avail of the complete attire ,
checklist (as displayed in the image) at least a day
before the interview.
 It is essential to check if the dress fits properly.
Neither oversized nor too tight.
 Well-polished formal shoes add weight to one’s
personality.
 One must keep oneself well-groomed and neat
with a proper haircut and clean shave.
"Fashion is only the attempt to realize art in living forms This Photo by Unknown Author is licensed under CC BY-SA
and social intercourse." —Francis Bacon

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 Impression Management (IM)
 It is a concept employed by job recruitment experts
acquainted with organisational psychology.
 Levashina and Campion suggest that IM is,
"an attempt conscious or unconscious to influence the image
during the process of interaction" (p. 1639).
 IM is achieved through two means:
– Self Promotion (Presenting one’s positive image) This Photo by Unknown Author is licensed under CC BY-SA-NC

– Other enhancements (Developing a positive

relationship with the interviewer)

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 What to do in an interview?
 Exchange greetings.
 Employ an appropriate form of non-verbal
communication.
 Smiling, making eye- contact, nodding, leaning  Clothes
 Hairstyles
forward (Barrick et al., 1394).  Facial expression
 Way of walking &
 Listen to the interviewer carefully. entering
 Sitting posture
 Let the interviewer lead the conversation.  Way of turning back
 Pause to think and reflect when facing a difficult
question.

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Mannerisms
to
Express

This Photo by Unknown Author is licensed under CC BY-NC-ND

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 What not to do in Interviews?
 Never show up late for the interview.
 Avoid excuses. They fetch a poor first impression.
 Avoid wearing informal clothes or having a shabby appearance.
 Do not sit unless you are asked to by the interviewer. Seek permission.
 Never answer before the interviewer has finished their question.
 Avoid beating about the bush and using ambiguous language.
 Refrain from repetition or stuttering. They explain nervousness.

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 Beginning of an Interview
 Exchange greetings with a firm handshake.
 Briefly introduce yourself.
The candidate shall face generic questions at first, such as:
 What is your area of expertise?
 How did you happen to come for this job?
 What prompted you to apply for this position?
This Photo by Unknown Author is licensed under CC BY-NC

 What makes you the right fit for this position?

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 Contd…
• After the first part of the interview, the questions become more specific
and focused.
• The interviewer would aim to ask mainly three types of questions to
assess the candidate:
a. Open-ended questions
b. Closed-ended questions
c. Hypothetical questions

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 Types of Interview Questions
 Open-ended interview questions:
-Open questions aim at eliciting information of objective value.
-Example: How many years did you work in this sector?
 Closed-ended interview questions:
-These kind of questions serve to qualitatively assess the behaviour and attitude of
the candidate.
Example: What are your weaknesses, and how do you wish to overcome them?
 Hypothetical interview questions:
-These questions put the interviewee in a situational context for evaluation.
Example: How do you imagine developing this institution’s outreach?

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 Frequently Asked Questions
 Can you please introduce yourself briefly?

 What attracted you to apply for a job in our organization?

 Why should we hire you?

 What are your strengths and weaknesses?

 Where do you see yourself in this organization after ten years?

 Do you prefer working alone or in groups?

 What do you prefer- status or money? And why?

 Contd…
 Why do you keep changing your jobs quite often?

 Your grade point was too low in your graduation?

 What is the reason behind the gap in your degrees?

 Who has been the ideal in your life?

 What are your most rewarding or defeating experiences?

 What are your long-term and short-term goals?

 Do you have any preference for locations?

 Contd…
 What do you think can be an innovative way to curb rising prices?
 Which qualities do you feel a successful professional should have?
 What would you like to change in your personality?
 What is your expected salary?
 Which skills have you acquired of late?
 What, if you are not selected?
What should one remember on the day of Interview?

 Remember to read the morning newspaper/listen to latest news.

 Get acquainted with the mode of travel to reach the interview venue.
 Understand traffic and calculate accordingly. Be punctual.
 Keep the contact details of the company in case of emergency.
 Be polite and courteous.
 Carry a cheerful face with a warm smile.
 Prepare insightful questions to ask and express your interest.

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 Things to Remember Post-interview
 Secure the contact of the hiring manager after finishing the interview.
 Thank the members for their time and given opportunity.
 Connect with the hiring manager to know about further steps and follow-up.
 Self-assess the delivery and performance at the interview.
 Make notes to remember key points about the company or the interview.
 Send supporting documents to the company, if required.
 Keep calm and wait for the follow-up email from the company.

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“It is never too late to be what you might have been.”
-George Eliot

Thank You

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 Works Consulted
• Allen, Jeffrey G. The Complete Q&A Job interview Book. John Wiley &
Sons, 2004.

• Barrick, Murray R., Jonathan A. Shaffer, and Sandra W. DeGrassi. "What

you see may not be what you get: Relationships among self-presentation
tactics and ratings of interview and job performance." Journal of Applied
Psychology, vol. 94, no. 6, 2009, p. 1394.

• Bingham, Walter V., and Bruce Victor Moore. How to interview, 1931.

• Fontana, Andrea, and James H. Frey. "The interview." The Sage Handbook
of Qualitative Research, 2005, pp. 695-727.
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 Contd…
 Levashina, J., & Campion, M. A. “Measuring faking in the employment interview:
development and validation of an interview faking behavior scale.” The Journal of
Applied Psychology, vol. 92, no. 6, 2007, pp. 1638–56. doi:10.1037/0021-
9010.92.6.1638

 McCarthy, Julie, and Richard Goffin. "Measuring job interview anxiety: Beyond weak
knees and sweaty palms." Personnel Psychology, vol. 57, no. 3, 2004, pp. 607-637.

 Pool, I. de Sola. ‘A Critique of the Twentieth Anniversary Issue.’ Public Opinion

Quarterly, vol .21, pp. 190– 98, 1957.

20
 Public Speaking
LECTURE 42: Conference Presentations
Part I

Prof. Binod Mishra

DEPARTMENT OF HUMANITIES AND SOCIAL SCIENCES

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 Categories of Conference

INFORMATIVE: Descriptive; To share theoretical or factual

information

DISCURSIVE: To debate the strengths and limitations of an idea;

To argue for or against a motion

DEMONSTRATIVE: To showcase your understanding of a concept, or

to teach/train practically

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 Conference: Types
1. Academic Conference: An academic conference (also called academic congress or research
conference) refers to meetings organized by associations to present and discuss the findings of
ongoing academic researches (either narrow & discipline-specific or interdisciplinary).
Attending academic conferences assumes a pivotal significance in one’s academic career, as they:

 Offer intellectual exposure to the researchers by providing them with a platform to present
their ideas to experts for their feedback
 Apprise of new discoveries in the discipline
 The questions posed at the researchers open new insights for them about the challenges in
their project
 Help the participants to improve upon their presentation skills
 Offer opportunities to forge valuable connections with knowledgeable experts on the topic
 Disseminate the results of your research for the benefit of the society

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 Conference: Types (Contd.)
2. Business Conference: These are professional gatherings which bring together business leaders,
economists, techies from across the globe to discuss the trends, challenges and opportunities
pertaining to their industry.
Participating in business conferences enables the entrepreneurs to:

Expand network,
Learn innovative Showcase business
stimulate new ideas,
business skills and expertise among
create valuable
marketing techniques clients
contacts

Launch new services, Assess the strengths

ideas and products, or and weaknesses of the
advertise the existing competing market
ones rivals

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 Conference: Types (Contd.)
3. Author’s Conference:
Also called writers’ conference
A conference of literary professionals attended by
authors, editors, publishers and members of
literary fraternity
Purpose – To discuss and review written works

4. Judicial Settlement Conference:

An informal meeting between conflicting parties of a
lawsuit in the presence of a judicial officer to discuss,
negotiate and resolve issues

5. Press Conference:
A media event to officially broadcast a message/news out
to the general public

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 Conference: Types (Contd.)
6. Global Conference:
International forum to call on governments, business
institutions, and global stakeholders to formulate plans and
proposals towards achieving shared global goals.
Examples include – United Nations Conference on Sustainable
Development, United Nations Climate Change Conference.

7. Peace Conference:
International meet between representative diplomats of warring
nations to end antagonism and to negotiate a peace treaty.

8. Unconference:
Participation-oriented conference in a loosely structured,
informal format, unlike the conventional structured conferences.

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 Conference: Types (Contd.)
9. Virtual Conference: Pros
Online conference which enables remotely located participants to
participate in live onsite discussions and events with the help of Internet  Overcomes
and other technological aids geographical barriers
 Larger outreach
 Cost-effective
Virtual
 Time-efficient
Conference

Cons
Video Conference Web Conference  Unequal access
Teleconference
Connects participants Connects participants due to ‘digital
Connects people online via audio, video divide’
over audio and visual
through phone calls
platforms and text messages  Over-reliance on
technology

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 Types of Speakers at Conference
Plenary Speaker Keynote Speaker EMCEE Guest Speaker

 The speaker is  An invited talk by  Means ‘Master of

 Speakers for
often from within an outsider expert Ceremonies’ -
different sessions
the organization Hosts the event
of the event
 Creates awareness
 Unlike the about the  Introduces the
 Talk on relatively
keynote session, it underlying theme theme of the
contemporary
is attended by all of the event conference
topics
of the conference
attendees  To set the tone,  Calls transition
 More specific
and also to between the
content and
 Thus, the topic of summarize the keynote speaker,
interactive
the talk is broader core essence of guest speaker, and
session
in scope. the event participants

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 Keynote Address at Conference
 Keynote address is the defining presentation of a conference which bears the important purpose
to literally set the “key note” of the event.
 They are usually timed at the beginning as well as at the end of the event:

 Opening Keynote:
 The talk sets a positive tone and tenor of conference by discussing on the principal
issue/topic of the event.
 The keynote speaker is usually a person of high reputation, knowledge, expertise and a
compelling presentation style, and therefore, plays the role of a strong drawcard to attract
and engage audience for the upcoming sessions.

 Closing Keynote:
 The address ends the conference on a positive, optimistic and fruitful note.
 An engaging topic is chosen to help retain the attendees until the end of the event.
 Outlines the takeaway message of the event and adds to its reminiscence value.

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 Roles and Responsibilities – The Convener
 The convener of the conference assumes responsibility as the absolute chairperson for the entire
duration (multiple days) of the conference. The convener:

Comes up with the idea of conducting the Defines the theme and the aim of the
event – exhibits collaborative leadership conference

Assigns personnels the responsibilities of Supervises the plan and proceedings of all
being the chairperson, coordinators, etc. the sessions

Presides over the team responsible for Ensures that the shortlisted abstracts are
reviewing the abstracts of the presenters well-aligned within the theme of the event

Caps the opening and the ending of the

Serves as a public face – the media
program – delivers Introductory Speech and
spokesperson – for the event
Valedictory Address

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 Roles and Responsibilities: The Chairperson
Chairing the Sessions: The chair is responsible for the smooth conduction of his/her session, with the
aid of the session coordinator. The responsibilities of the chair of a session are:

Inaugurate the Session Supervise the Session Conclude the Session

 Oversee to ensure the

 Recap the main message
apt conduct of the
 Declare the session as of each presenter’s talk
speakers, the audience
‘open’ officially and the moderator
 Outline the understanding
 Deliver an introductory and the takeaways of the
 Listen attentively to
talk on the theme to set session
each speaker’s talk
the session in motion
 Formally announce the
 Ask questions and give
conclusion of the session
feedback

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 Roles and Responsibilities: The Session Coordinator
The tasks of the session coordinator of a conference can be enumerated as follows:

i. Before the Commencement:

 Collect the details about your session and the speakers.
 Contact the speakers and communicate with them the duration allotted for their talk.
 Get aware of speakers’ need of any special equipment (for e.g., a sound or video clip)
to facilitate his/her talk.
 Check the functionality of equipments and ensure the presence of speakers 15
minutes before the session starts.

ii. Open the Session

 Begin with a cordial welcome note.
 Announce the road-map, the format, and the rules of the session.
 Introduce the session and outline its theme.

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Roles and Responsibilities: The Session Coordinator (Contd.)
iii. Run the Session
 Introduce the speakers, their topic of presentation and the time allotted for the talk.
 Ensure that speakers begin and end their talk within the specified time duration.
 See to it that the session sticks to its schedule.
 Run the Question-Answer session, select relevant and interesting questions for the
speakers to answer.
 Remember to applause each speaker after his/her talk.
 Encourage discussion and feedback at the end of the session.

iv. Wind up the Session

 Request attendees to fill up the feedback form towards the end of the session.
 Make concluding remarks; applaud and thank the audience and the speakers.

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 Roles and Responsibilities – The Rapporteur
A rapporteur is appointed to prepare a report summarizing the
proceedings, resolutions, and outcome of the conference. S/He is Requisite Skill Sets
required to:
 Grab a seat which begets minimal disruptions
Effective Listening Skill
 Listen attentively and take prompt notes
 Concentrate on – the key issues raised, main findings,
remarks and feedback – in each presentation Literary Skill
 Record audio and capture photographs of vital
informations
 Collect document detailing the participant list with Editing Skill
titles of their presentation
 Avail yourself of all the handouts and other takeaways
Analytical Skill
 Get to work immediately post the event to minimize
memory fade away
 Ensure that the report is comprehensive and well- Organizational Skill
edited

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 Organizing a Conference: Pre-Conference Tasks
 Start planning well ahead of time – at least six months before the actual date of event.

 Decide a suitable date for the conference – one which would be preferred by most of prospective
guests.

 Choose the conference venue – take into consideration factors like cost, accessibility of location
and the available technical facilities.

 Formulate the conference theme, title, format and the sub-topics for discussion.

 Draw a detailed schedule of the event – with regard to the number of days, number of sessions
per day and number of presenters per session.

 Design a conference brochure with all these information and communicate it with the
participants and the guests through e-mail.

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 Organizing a Conference: Pre-Conference Tasks (Contd.)
 Identify and invite guest speakers, keynote speaker, plenary speaker, chairpersons and session
coordinators and confirm their availability for the event.

 Release ‘Call for Papers’ and constitute a team for reviewing and shortlisting the abstracts received.

 Make arrangements for lodging of the invited guests; menu and timing for different meals and
refreshments; seating arrangements; technological and audio-visual aids.

 Constitute a task force and assign roles and responsibilities – reception and hospitality of guests,
rapporteuring, technical assistance, advertising the event and overall management.

 Generate a financial estimate of organizing the event; enlist and approach prospective sponsors.

 Create a buzz about the event by advertising it on various social media platforms.

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 Organizing a Conference: The Conference Day/s
Cordially receive and welcome the guests and the speakers

Distribute conference pack to all the attendees

Conference pack should include – the program schedule, list of

participants with their mail ids, a brief city-guide, a list of useful
contact numbers, a few white papers and a pen

Ensure your presence at as many lectures and events as possible

Make yourself available to solve inconveniences and to offer

assistance wherever required

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 Organizing a Conference: Post-Conference Tasks
 Reimburse their travel and  Evaluate the final budget of
other expenses (if was the conference
assured initially)
 Report to the sponsors on
 Follow up with them for the how their fund was used up
publication of papers Speakers Sponsors

 Publish the conference Research Managing  Review the event with the
proceedings as news bulletin Community Team team
or web publication
 Thank the members for
 Diffuse the knowledgebase their contribution and
created during the event efforts.

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 Organizing a Conference: A Sample Schedule
Inaugural Session – 90 Minutes Valedictory Session – 60 Minutes
Welcome Address – 05 minutes

Introduction of the Conference’s

Theme by the Convener – 05 Presentation of the Conference
Multiple Parallel
minutes Report by the Convener – 15
Presentation Sessions
minutes
– around 120 minutes
Address by the Guest of Honour –
each
20 minutes Valedictory Address by the
Convener – 30 minutes
With discrete Themes,
Address by the Chief Guest – 20
Chairpersons, Session-
minutes Concluding Remarks – 10 minutes
Coordinators &
Rapporteurs
Keynote Address – 30 minutes Vote of Thanks – 05 minutes

Concluding Remarks & Vote of

Thanks – 15 minutes
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“A conference is like a vacation for your
business. You’re able to get away from the
daily grind.”
- Kristy Oustalet

Thank You!
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 WORKS CONSULTED

 Mohan Krishna, Meera Banerjee. Developing Communication Skills. New Delhi: Trinity Press, 2017. Print.

 Ross, Raymond S. Speech Communication Fundamentals and Practice. New Jersey: Prentice-Hall, Inc., 1977.

Print.

 Sharma, Sangeeta and Binod Mishra. Communication Skills for Engineers and Scientists. New Delhi: PHI

Learning. 2009, 6th Reprint 2015.

 Stephen, Lucas E. The Art of Public Speaking. New York: McGraw Hill, 2009.

 Zarefsky, David. Public Speaking: Strategies for Success. Boston: Allyn & Bacon, 2011. Print.

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 Public Speaking
Lecture 43: Conference Presentations
Part II

Prof. Binod Mishra

DEPARTMENT OF HUMANITIES AND SOCIAL SCIENCES

1
 Conference Presentations

A CONFERENCE is a formal SIGNIFICANCE

meeting for consultation • Build network with people
and discussion on ideas or in your field of study
problems pertaining to a • Get exposed to experts and
specific subject or topic professionals

PURPOSE APPLICATIONS
 To communicate the importance • Academic conferences
of your research • Professional pitch meetings
 A platform to receive feedback • Entrepreneurial conferences

2
 Preparations for Conference Presentations
 A polished and professional conference presentation, like any other public speaking exercise,
comprises a thorough preparation and an emphatic delivery.
 The checklist of preparation for conferences includes answers to the following questions:

3
Continued…

4
 Designing Smart Conference Proposals
 Ensure your topic is relevant to the theme of the
conference. Avoid a narrow topic.

 Follow the guidelines of the submission.

 Introduce your idea with a catchy and interesting title

to rivet the attention.

 Write a concise and clear abstract stating your key

points up front.

 Proof-read your write-up multiple times to avoid any

grammatical errors.

 Remember to submit well in advance before the

deadline.

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6
 Planning your Paper
 The presentation ought to be brief ; the complex ideas feature in your paper. Thus, presentation
can be thought as a key to your detailed paper.

 Plan the first draft of your paper considering the aim of your presentation, the intended audience,
and the time allotted for the talk.

 Review, revise and edit the first draft, until you come up with a good enough version of the write-
up.

7
 Continued…
The conference presentation is different from the research paper in the following terms:
 It is much simpler –it communicates the complex ideas and the findings of the paper in a
simplified manner.
 It is more exciting as it ought to contain the best parts of your paper and reserves the tedious
ones for a detailed reading.

The presentation is not derived from the paper Rather, it is derived from the work

PRESENTATION PAPER PRESENTATION

PAPER

EXPERIMENTS EXPERIMENTS

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 Designing your Presentation: The Structure
 While designing the structure of your presentation, pay attention to:
 The objective of your presentation
 The compatibility of technological aids
 The factor of time allotment

The general pattern for structuring a conference presentation may look as follows:

Overview of the
Introduction Key Points
Presentation

Research
Methodology

Conclusion Summary Findings

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 Designing Your Presentation: The Content

 The First Page: It should include the title of your paper, author, affiliation and venue. Check for
any template/styles recommended exclusively for use in the particularly conference.

 Message: Do not overcrowd your slides with tedious information. Keep the font size readable.
Maintain consistency in using colour combinations.

 Stick to the Rule of Five: To attain clarity and focus in your argument, ensure that you do not use
more than five main points in a slide.

 Graphics, Pictures and Animations: Relieve boredom by incorporating graphics and animations in
an appropriate manner. Right goes the adage – A picture is worth a thousand words. Also, avoid
populating your slides with too many graphics or effects, as it will distract the audience.

10
 Designing Your Presentation: The Content
Text –
 Highlight important points.
 Use short Bullet Points.
 Be concise on the topic.
 Follow the 6*6 norm:
 Use diagrams, graphs, equations,
 6 bullets in a slide; 6 words in
tables judiciously.
each bullet.
 Summarise at the end and
also mid-way to keep
audience on track.
 Decide your ‘bottom line’:  Divide the content into
Identify the main point of your sections, each slide dealing
conference, and relate to your with one key idea.
previous arguments in order to  Sections should flow
reach the conclusion seamlessly.
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Designing the Slides
 Plan the number of slides according to the timing of
presentation – about one slide per minute
 Choose a clear and legible font, such as Arial, Calibri,
Times New Roman, or Helvetica.
 The font size should vary ideally between 20 to 36 –
36 point for titles and 28 point for body text.
 Maintain consistency – Stick to a uniform font style
and size throughout the slide.
 Prefer a dark colour for the background and light
colour for the text, or vice versa, to keep up the
contrast.
 Be very attentive to spelling mistakes, grammatical
errors and wrong punctuations.
 Prefer bold over underline to emphasize key points.

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Designing The Slides – Sample

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 Use of Visual Aids: Significance
 Visual aids (images and  Images should be large
graphs) help audiences to enough, clear and of high-
understand the idea in a resolution.
better manner.

 Do not add visual aids

 As per research findings,
after two days of the unless relevant or
presentation`, audience necessary.
can retain only 7% of
what they read, whereas  Prefer simpler graphs and
55% of what they saw in
pictorial form. charts. Caption images
with titles.
 They alleviate the
pressure on the speaker  Mention copyright
as audience’s eyes are on information wherever
the visuals for some time. applicable.

14
 Continued…
 STIMULATES INTEREST: Speech engages the auditory
sense and images appeal to the visual sense of the
audience. Delivering the content in a variety of formats
stimulates listeners’ cognitive ability and thereby keeps
them active and interested throughout.

 SAVES TIME: “A picture paints a thousand words.”

Relevant visual aids like graphs can cover significant
amount of content in a short duration of time.

 CREATES IMPACT: Visuals create a stronger and lasting

impact on the receiver’s mind. Visual aids (like a
supporting quotation, or an illustrative image) can be
intelligently employed to drive home a crucial idea, to
generate discussions, and to create a memorable
impression.

15
 Timing the Presentation
 Fit the presentation strictly into the time
allocated – Set realistic timing by Parts of the Presentation Share of the Timing
rehearsing the presentation beforehand. Background Outline
 Choose to deliver less content at a Significance 10 – 25%
reasonable pace. Problem / Question
 Ideally, one should spend 1 – 2 minutes
per slide.
 Categorise the parts you need to discuss
and those which can be covered via Methods
handouts/visuals aids. Discussion 60 – 80%
 Reserve time for breaks, asides, questions, Result
discussion and to receive constructive
criticism/ feedback.
Summation
 Take into consideration the chances of
time–overrun of the previous Limitations
Future Scope 10 – 15%
presentations, and be prepared to tailor
your talk accordingly. Practical Import

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 Effective Use of Power Point
 Review your slides: Ensure that you re-check your slides before the final presentation to correct
inadvertent errors of spelling or formatting. Don’t forget to save the corrections.

 Co-ordinate the slides with your talk: Rehearse your talk with PowerPoint beforehand, so that
you are well versed with the order and time of appearance of slides during your talk. Project a
slide only at the time when you are discussing the point it illustrates.

 Check the gadgets: Check the functionality of the equipments at the venue and their
compatibility. Familiarize yourself with the set-up well in advance before your talk begins.

 Be informed of Slide Show Commands: In PowerPoint 2007

 To show the next slide – press Enter key/ the right arrow button/ the “N” key
 To go to the previous slide – press backspace/ the left arrow button/the “P” key
 To present a specific slide – Type the slide number and press Enter key
 To end the slide show – press Esc key.

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 Marketing your Conference
 As per the survey reports of Eventbrite, around 25%
of all registrations to an event are stimulated by
their social media promotions.

 Create a conference social handle, for example on

Instagram or on Twitter. Share therein the
registration link, information about the speakers
and the attendees, lively photos or memes which
resonate with the event.

 Design simple and catchy hashtags. For e.g. -

#academiaconf2022. Post, share and repost.

 Continue with the promotional activities before,

during, as well as after the end of the conference to
keep up the buzz.
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 Tips for Successful Conference Strategy
PRE-CONFERENCE
POST-CONFERENCE
 Expand awareness
DURING DURING CONFERENCE  Review the event
about the event.
CONFERENCE (Participants) with your team.
(Organizers)
 Focus on media
outreach.  Avoid any last  Share the learnings
o Keep a pilot eye minute changes in of the conference.
on the smooth your presentation.
 Plan out the
running of the  Give honest
execution – the
event.  Be attentive to feedback.
roles and
responsibilities. other participants’
o Use social media speeches.  Highlight the
(like live blogs
 Schedule contributions of the
and tweets) to  Keep calm and individuals and
appointments well
buzz interest. enjoy the sessions. thank them.
in advance.

19
Reading maketh a full man;
conference a ready man; and
writing an exact man.
- Francis Bacon

Thank You!
20
 Works Consulted

 Mohan Krishna, Meera Banerjee. Developing Communication Skills. New Delhi: Trinity Press, 2017. Print.

 Ross, Raymond S. Speech Communication Fundamentals and Practice. New Jersey: Prentice-Hall, Inc., 1977.

Print.

 Sharma, Sangeeta and Binod Mishra. Communication Skills for Engineers and Scientists. New Delhi: PHI

Learning. 2009, 6th Reprint 2015.

 Stephen, Lucas E. The Art of Public Speaking. New York: McGraw Hill, 2009.

 Zarefsky, David. Public Speaking: Strategies for Success. Boston: Allyn & Bacon, 2011. Print.

21
 Public Speaking
Lecture 44: Meeting Management
Prof. Binod Mishra
DEPARTMENT OF HUMANITIES AND SOCIAL SCIENCES

1
 Meetings
 “Meetings fulfil a deep human need. Man is a social
species. In every organization and every human culture of
which we have record, people come together in small
groups at regular and frequent intervals, and in larger
tribal gatherings from time to time. If there were no
meetings in places where people work, their attachment
to their work would be less, and people would meet in
societies, clubs, or pubs when work was over.” -
- Antony Jay, ‘How to Run a Meeting’

 “Meetings are the fulcrum…the central nervous system of

an information society, the centre stage for personal
performance.”
- George David Kieffer, ‘The Strategy of Meetings’

2
 Purposes of Meetings

 To share information  To communicate

and issues information to a
group

 To discuss new ideas,

 To generate new ideas
proposals and plans

 To exchange ideas,  To discuss and sort

and experiences out complex situations

 To arrive at widely  To resolve conflicts

acceptable decisions and confusions

3
 Functions of Meeting
 Develops team spirit: Meetings are often the exclusive platforms where focus shifts from
individual aspirations and concerns of employees to the broader goal and vision of the
organization at large.

 Germinates group culture: Meetings provide a conducive stage to enable group learning.
Knowledge and experiences are pooled-in and shared among the members.

 Clarifies collective purpose and focus: The workgroup is motivated towards sharing a collective
responsibility of getting the task done. Meetings also facilitate members to understand how their
contributions align with the work of other members and with the group’s mission.

 Demonstrates status: Meetings serve to showcase the position, influence, expertise, knowledge
and authority of the participants during the process of interaction.

 Meetings serve to fulfil the imperative human need of socializing, i.e. being a part of a group and
communicating with other human beings.

4
 Meeting Management

Well-managed meetings Unplanned meetings

Participants come prepared Poorly organized; poorly directed

Entails a sense of accomplishment Lack of focus

Many digressions; easily diverted away from

Produces effective results
the agenda

5
 Meeting Management: The Process Cycle
1. Purpose: “Why are we having this meeting?”
 Discuss on the proposed purposes of the meeting Purpose
 Reach a consensus on what the purposes are and are
not, to dispel any false expectations and to help keep
the discussion focussed. Outcomes
 Mention clearly the purpose/s of the meeting

2. Outcomes: “What will we take away from this meeting?” Steps

 Develop understandable, measurable or observable
outcomes
 Outcome statements should indicate the benefits that
the participants and other stakeholders will derive Capabilities
from the successful realization of the meeting
 Clearly stated outcomes keep the discussion on track,
and also serve as a basis for evaluating the meeting Feedback

6
 Meeting Management: The Process Cycle (Contd…)
• Determine the steps to be taken before, during and after the meeting to
achieve the desired outcome.
Steps • Ensure the fulfilment of pre- meeting and post meeting assignments.

• Who needs to be present at the meeting and who should not be present?
• What should be the ground rules for behavior at the meeting?
• What resources are essential for conducting the meeting?
Capabilities
• Who is assigned with the responsibility of arranging for the resources?

• The criteria for evaluation of the meeting

• Learnings derived from the meeting experience
Feedback • Suggestions to continually improve upon the standard of meetings

7
 Roles in a Meeting
 Chairperson:
 Provides overall leadership for the meeting.
 Aligns the group members to the meeting – states the purpose, agenda, significance and
expected outcomes.
 Builds a climate for discussion and open dialogue.
 Group Members:
 Share collective responsibility for the success of the meeting – obey the ‘ground rules’.
 Commit to the schedule defined.
 Show active participation – share ideas, respond to questions, give feedback.
 Contribute productively – State your input/idea – Situate your idea within the context of
the meeting – Corroborate your idea with reasoning and evidence – Ask the participants
for feedback on your input.
 Demonstrate active listening skill.
 Pay attention to process, to content and to outcomes of the meeting.
 Follow up on the action plan agreed upon at the meeting.

8
 Contd…
 Recorder:
 Captures the basic idea of speakers visibly – on a white board or a flipchart.
 Clarifies ambiguous statements and vague ideas.
 Records the proceedings of the group process – arguments, decisions and actions agreed
upon.
 Prepares and hands out meeting minutes to the participants.
 Process Advisor (Facilitator):
 Applies the principles and techniques of group process (decision making, problem solving).
 Provides suggestions for improvement during the meeting based on his/her observations of
the group process.
 Resource Person/Content Expert:
 Carries out extensive research on the issues pertaining to the topic of the meeting –
brainstorming, organizing the ideas, goal setting, resolving conflicts, problem solving,
planning for action, assigning roles.
 Provides background information to the group when needed.

9
 Roles in a Meeting (contd.)
 Timekeeper:
 Assists the facilitator to keep a track of the schedule
of various agendas.
 Helps the group to start and end on time and to
manage time during the meeting. “Each meeting is a
 Process Observer: miniature
 Monitors the interaction and proceedings of the management cycle.”
group.
 Refrains from active participation in the discussion. —Richard Dunsing
 Presents a report at the conclusion of the meeting. ‘You and I Have Simply
 Administrator
Got to Stop Meeting
 Ensures the availability of the booked venue.
This Way’
 Checks that the technical equipments are available
and working properly.
 Takes care of refreshments for the group members.

10
 Chairperson: Responsibilities
“Just as the driver of a car has two tasks, to follow his route and to manage his vehicle, so the
chairperson’s job can be divided into two corresponding tasks, dealing with the agenda items and
dealing with the people.” — Antony Jay, ‘How to Run a Meeting’

Pre-meeting
Post-meeting
 Facilitate the development of agenda.
 Ensure that the meetings are well-  Review the meeting – its success
planned with clear agenda and as well as fall-backs.
defined outcomes.  Prepare notes on the outcomes of
 Communicate the agenda to the the meeting.
participants well in advance.  Ensure that meeting minutes are
 Assign meeting roles (of facilitator, accurate and are sent to the
resource person, time-keeper, members on time.
recorder, etc.).  Schedule next meeting pertaining
to the topic at hand.

11
 Continued…

 Start discussion on
Beginning the Meeting

Facilitating the Meeting

Concluding the Meeting

 Encourage participation.  Summarize the
each item of the
 Promote a positive, outcomes and the
agenda.
amicable milieu. takeaways.
 Keep the meeting
 Define meeting  Reiterate action plans
directed towards
purpose/objective. and remind the
 Set ground rules. defined outcomes.
timelines agreed upon.
 Define the roadmap of  Encourage and
 Applaud the group on
the meeting. compliment the
work accomplished.
 Mention the processes to members.
 Discuss whether
be used for decision  Enforce the stated
making and conflict further meetings on
group agreements as
resolution. the topic are required.
needed.
 Define preliminary
 Handle digressions and
agenda of the next
resolve
meeting (if required).
misunderstandings.

12
 Meeting Notice
 To conduct a meeting, send a written notice to all
members of the group at least one week prior to the Notice
date of meeting. August 10, 2022

 The notice for meeting should include: The second meeting of the
 The name and address of the organization Executive Committee will be
 The date of issuing
held on Wednesday, 25 August,
2022, at 5 P.M in Room No. 16,
 The date and day of meeting
Sehgal House. The agenda is
 The time and venue of the meeting
enclosed herewith.
 The business of the meeting (should be included Please make it convenient to
in the notice if the number of items is less; else,
attend the meeting.
should be enclosed with the notice as annexure)
Arvind Kukreja
Secretary

13
 Meeting Agenda
 Agenda refers to an official list of items of business to be transacted at a particular meeting.
Elements of the meeting agenda  To define the purpose of the
meeting
 The purpose of the meeting  To plan the meeting content
 The expected outcomes of the and flow
meeting  To define expected results
 The date, time and venue of the  To assign responsibility for each
meeting item enlisted in the agenda
 The schedule of the meeting  To conduct meeting in proper
 The list of participants and their order
roles in the meeting  To ensure continuity in the
 For each item on the agenda - note proceedings
the member responsible for it, the  To keep the meeting on track
time allocated for the item and the  To follow the schedule of the
outcome being sought meeting
 Clarify prerequisites of the meeting
(as background read) Purpose of the meeting agenda

14
 Guidelines for Preparing Agenda

 Place agenda items in increasing order of their importance.

 Enumerate each item on the agenda.
 Usually, the agenda begins with the confirmation of the minutes of the
previous meeting.
 The last item in the list should state as: ‘Any other matter with the permission
of the Chairperson.’
 Mention the reason for each topic on the agenda.
 Put times on agenda items, and stick to the schedule.

15
 Continued…
“The usual mistake is to make
 Don’t introduce a new item 15 minutes prior to the the agenda unnecessarily brief
lunch break or the winding up of the meeting. and vague. For example, the
 Aim for 1-hour meetings (maximum for 2 hours). phrase ‘development budget’
doesn’t communicate much,
 Place agenda items of high interest to the group whereas the longer explanation
towards the end of the agenda to reinvigorate the ‘to discuss the proposal for
energy and enthusiasm of the members. reduction of the [next year’s]
 The chairperson should distribute the agenda well in development budget now that
advance for the participants to prepare accordingly. the introduction of our new
product has been postponed,’
 The pre-distributed agenda should bear the title as the guides members to form views
Proposed Agenda; it should be finalized with the group or even look up facts and figures
at the beginning of the meeting . in advance.”

—Antony Jay, ‘How to Run a

Meeting’

16
 Minutes of the Meeting
 Minutes refer to the official records of the business transacted at the meeting.
Elements of minutes of the
 To provide a basis for decision
meeting
and action post meeting
 Date, location, duration, times of commencement  To serve as record and follow-up
and adjournment of the meeting of the discussion
 Names of the Chairman, Secretary, members  To avoid reworking on the tasks
present, members absent, others who performed accomplished
a special role, and the organization  To preserve a record of the
 Record of the transaction – in the order of the issues discussed and the
items on the agenda decisions made
 The meeting decisions and actions agreed upon  To provide inputs for the
 The person/s responsible for implementing the agendas of subsequent meetings
further course of action and its time frame Purpose of the minutes of the
 Date, time, place and topic of the next meeting meeting
 Signatures of the Secretary and the Chairman

17
 Guidelines for Writing Minutes of the Meeting
 Use agenda of the meeting as the framework for recording
the minutes. Follow the pattern of the agenda and the order
of the items enlisted.
“Once approved at the
next meeting, the minutes
 The style of writing minutes is impersonal, objective, matter- become a record that can
of-fact and accurate. help resolve differing
interpretations and remind
the leader and others of
 Be brief and concise. Summarize outcomes, decisions and commitments made.”
actions; do not present detailed records.
—M.M. Milstein,
‘Towards More Effective
 The recorder can visibly record the meeting on a flip chart or a Meetings’
whiteboard while the meeting is in progress, this can be used
to develop the minutes after the conclusion of the meeting.

18
 Continued…

 Use markers to distinguish between the records

of the decisions and the records of the main
points. “Once approved at the next
 In case of a vote for a resolution, note the names meeting, the minutes
become a record that can
of the proposer, the seconder/s, the number of help resolve differing
members voting ‘for’ and ‘against the motion, and interpretations and remind
whether the resolution was accepted or rejected. the leader and others of
commitments made.”
 The chairperson should ensure the prompt
distribution of the meeting minutes (ideally —M.M. Milstein,
‘Towards More Effective
within a day or two) to the group members after Meetings’
the conclusion of the meeting.

19
 Group Agreements
 ‘Group agreements’ or ‘ground rules’ refer to the
standards of behaviour in a meeting.

 Introduce ground rules as an early item on the agenda.

 Write out/ post the rules in a visible location.

 Discuss the understanding of points and seek approval of

the group members before finalizing the ground rules for
a meeting.

 The chairperson with the aid of the facilitator should

ensure the adherence of the group to the agreed rules
during the entire duration of the meeting.

20
“Creativity comes from spontaneous
meetings, from random discussions.”
- Steve Jobs

Thank You

21
 Works Consulted
 Klatt, Bruce and Murray Hiebert. The Encyclopaedia of Leadership. New Delhi: McGraw-Hill, 2201.

Print.

 Mohan Krishna, Meera Banerjee. Developing Communication Skills. New Delhi: Trinity Press,

2017. Print.

 Sharma, Sangeeta and Binod Mishra. Communication Skills for Engineers and Scientists. New

Delhi: PHI Learning. 2009, 6th Reprint 2015.

 Stephen, Lucas E. The Art of Public Speaking. New York: McGraw Hill, 2009.

 Zarefsky, David. Public Speaking: Strategies for Success. Boston: Allyn & Bacon, 2011. Print.

22
 Public Speaking
Lecture 45: Leadership Skills
Part I

Prof. Binod Mishra

DEPARTMENT OF HUMANITIES AND SOCIAL SCIENCES

1
 What is Leadership?
Leadership skills can be understood as the tools, behaviours, attitudes and capabilities that are
required in a person to be successful at motivating, influencing and directing others.

“Leadership is the art of “Leaders are made,

mastering change … the they are not born. They
ability to mobilize are made by hard
others’ efforts in new effort, which is the price
directions.” which all of us must pay
- Rosabeth Ross Kanter to achieve any goal that
is worthwhile.”
- Vince Lombardi

2
 Leadership and Power
 Leadership involves the act of influencing the followers to act in accordance with their leader’s
wishes; and power is defined as the ability to influence the actions of others, or to produce an
effect. Thereby, we can surmise that leadership involves effective use of power.

 Successful leadership involves the leader’s ability to communicate to the followers the powers
possessed by him/her, and the skill to optimally build upon the powers possessed.

Power

Positional Power Personal Power

Resource & Relationship

Coercive Power Referent Power Expert Power
Reward Power Power

3
 Continued…
 Positional Power: The power which stems from holding a certain title, rank, position or job in an
organization.
 Coercive Power: Compliance through threats and punishments.
 Resource and Reward Power: Control and manage organizational resources and assets; and the
power to honour rewards upon the employees for their achievements.

 Personal Power: The power which stems from the leader’s intrinsic worth, skills and competencies.
 Relationship Power: It is derived from the followers’ respect, admiration and trust for their
leader emanating from a positive relationship between the leader and his/her followers.
 Referent Power: The power based on a high degree of fandom and fondness for the power-
holder; for instance – in case of celebrities and charismatic leaders.
 Expert Power: “Knowledge is power” – Francis Bacon. The power which is derived from one’s
knowledge, specialization or expertise and one’s ability to dispense valuable output in a task.

4
 Leadership Versus Management
“Leadership focuses on doing the
Warren Benis, in his book ‘On Becoming a Leader’, differentiates a
right things;
leader from a manager in the following respects:
Management focuses on doing
things right.”
Leader Manager
– Stephen Covey
Has followers Has subordinates
Focuses on people Focuses on system & structure
Inspires trust Seeks control
Innovates new visions/ ideas Implements change/ ideas
Develops the organization Develops people
Makes new policies and rules Implements rules and policies
Refines & strategizes the vision Plans and Budgets
Asks questions Gives directions “Management is execution;
leadership is inspiration.”
Motivates and inspires Instructs – John Baldoni

5
 Leadership: Theories

Trait Theory Behavior Theory Situational Theory

• Popular during 1920s • Popular during 1950s • Popular during 2020s

• Leaders are born, • Leadership ability can • Appropriate leadership

possessing inherent be developed by behavior is contingent
traits. learning certain on the situation and
effective behaviors. on the followers.

6
 Trait Leadership Theory
 Based on the ‘Great Man Theory’; assumes that
leadership is pre-determined by possession of
specific inherent personality traits. Intelligence
 In terms of psychology, a trait is a stable, inflexible
characteristic that is inherited and lasts throughout Zeal Creativity
one’s entire life.
Traits of a
 Focus was laid on searching for the right traits, Great
which distinguished leaders from followers.
Leader
 It argues that the potential of leadership is Motivation Confidence
inherited – “Great Leaders are born, and not
made”.

Limitations – Researches revealed that it is impossible

Credibility
to curate an exact set of universal leadership traits due
to cultural plurality and contextual variations.

7
 Behaviour Leadership Theory
 Since human personality traits are immeasurable entities,
researchers shifted their focus to examine behaviours that
embodied certain personality traits.

 Behaviour can be defined as observable actions of an

individual which are either governed by one’s inherent traits or
are modified by training and development.

 The theorists focus on observing the behavioural models and

patterns of great leaders to formulate the parameters of ideal
leadership behaviour

 Contrary to the trait theory, this model argues that leadership

ability can be acquired through training and practice, and is not
an inherent attribute.

8
 Behaviour Leadership Theory (contd.)
Robert Blake and Jane Mouton, in their book The Managerial Grid: The Key to Leadership Excellence
(1964), identified five kinds of leadership behaviours based on the variables of concern for
subordinates and concern for tasks:

Country Club Style

 Focuses on creating friendly Team Style
ambience  Ideal leadership behaviour
 Lower task output  Collaborative approach
Middle-of-the-road Style  Optimum Productivity
 Ineffective compromise with
not enough concern -
neither for followers nor for
Produce or Perish Style
tasks
 Autocratic leadership style
Impoverished Style  Might appear effective for
 Egoistic & obsessed leaders short-term
 Least effective approach to  Not sustainable in the long
leadership run

9
 Situational Leadership Theory
 Developed by Paul Hersey and Ken Blanchard (Management of Organizational Behaviour: Utilizing
Human Resources, 1982).

 Appropriate leadership behaviour is contingent on the situational context and on the followers of the
leader.

 The effectiveness of a leader depends not only on his/her qualities and skills, but also on the
 Attitude of the followers
 Their acceptance of the leader
 Their skills and abilities to accomplish a specific task
 Their willingness to perform the task
 This model defines four styles of leadership: Delegating, Supporting, Coaching and Directing.

 The appropriateness of the styles to be adopted depends upon the task at hand and on the ability and
willingness of the subordinates.

10
 Contd…
1. Directing: The ‘Telling’ style. It comprises
instructing followers about what, how, where
and when to perform a task. Involves one-way
communication.

2. Coaching: Follows two-way communication,

where the leader is attentive to the ideas and
suggestions of the followers, while directing
them.

3. Supporting: Highly supportive and encouraging

attitude of the leader towards the followers.
Greater involvement of the followers in
decision-making on the tasks.

4. Delegating: Minimal direction and support

offered by the leader. The subordinates are
capable enough to run the show on their own.

11
 Leadership Styles

Authoritarian Democratic

Laissez-faire Bureaucratic

Charismatic Transactional

Transformational Servant-leadership

12
 Authoritarian Leadership Style

Characteristics When to Use Advantages Disadvantages

• Exercises absolute • In need of quick • Useful style for • Stifles the
control over the results/decisions projects which creativity and
project • For short-term, need to be responsiveness of
• Prefers a clear complex or implemented in a the subordinates
structure technical tasks hurry • De-skills the
• Has rigid • For tedious and workforce in the
expectations mechanical tasks • Delivers quicker long run
• Focuses primarily which might lead results • Demotivates the
on the completion to low motivation employees or
of task • In case of a larger • Higher productivity makes them over-
• Autocratic decision workforce in case of reliant on the
making unmotivated leader
employees

13
 Democratic Leadership Style
When to Use
Characteristics
• In tasks that demand high creative thinking
• Shared responsibility among the employees
• In projects that aim at training the
• The leader progresses on the feedback of
workforce and developing their skills
the followers
• When the workforce is competent and
• Focuses primarily on the development of
eager to contribute
harmonious interpersonal relationships
• When there is ample time to accomplish
• Democratic decision making
the task

Advantages Disadvantages
• Makes use of the full potential of the team
• Decision-making becomes a tardy and
• Facilitates individual empowerment
time-consuming process
• Creates positive, collaborative, and
• Fails to perform in high-pressure situations
productive work environment
• May lead to haphazard randomness in the
• Inspires changes rather than imposing
group due to lack of an absolute control
them

14
 Laissez-faire Leadership Style
 Laissez-faire: Etymology – French; means ‘leave
alone’, i.e. to let things take their own course
without any interference.

 Laissez-faire approach refers to a delegative

style of leadership, in which the followers are
endowed with ultimate freedom to use their
knowledge and creativity to make decisions and
meet the goals..

 This style is recommendable only when the

employees/followers are well-educated, highly
skilled and experienced with the task assigned
and intrinsically motivated.

15
 Bureaucratic Leadership Style
 Followed in older organizations, which tends to resist any change or evolution in their hierarchical
structure within.

 Focus lies on ensuring that the employees comply with the rules and follow the procedures.

 The work environment is organized in a clear formal structure, with distinct positions and defined
roles of the leader and the employees.

 This style works well when consistent output is required out of repetitive tasks; in tasks
demanding high regulation and control and a strict division of labour.

 Lack of creativity in performing tasks can gradually de-humanize and demotivate the workforce.

 The absence of an interactive work culture can lead to more competition within the organization,
and may breed rivalry among the colleagues.
16
Charismatic Leadership Style

17
 Transactional Leadership Style
 Functions upon a clear and definite chain of command by the leader, who owns the sole authority
and responsibility.

 The role of the employees is restricted to a blind obedience to the instructions and commands of
the leader.

 The leader motivates the subordinates primarily by the system of rewards and punishments.

 The transactional leader tend to perform as a careful monitor to the rules, procedures and
standards.

 High clarity in directions and instructions pertaining to the task at hand, but less creativity in
solving organizational problems.

 Focus is primarily upon the completion of task by strict adherence to the conventional
organizational norms.

 Creativity boost, skill-development and empowerment of the employees is put on the back foot.
18
 Transformational Leadership Style
 Defined by researchers J. M. Burns and B. M. Bass during
1970s

 To transform the goals, vision and mission of the

followers and the organization at large towards a positive
direction

 The ideal transformational leader ought to inspire and

motivate the followers by:
 Creating a compelling vision
 Being able to sell that vision productively
 Appealing to higher ideal and values
 Building cordial relationships with followers
as their teacher, mentor or coach

19
 Transformational Leadership Style: Components
Individual Consideration Inspirational Motivation
Support, coach and mentor Inspire the followers
followers to help them towards achieving greater
optimize their potential goals and visions

Idealized Influence Intellectual Stimulation

Instill pride, trust and Encourage creativity
respect among followers Stimulate and develop
A role model behavior innovative ideas
Transformational
Leader

20
 Servant-Leadership Style
 Term was coined by Robert K. Greenleaf in his essay The Servant as Leader (1970):
“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to
serve first. Then conscious choice brings one to aspire to lead. That person is sharply different
from one who is leader first, perhaps because of the need to assuage an unusual power drive or
to acquire material possessions…The leader-first and the servant-first are two extreme types.
Between them there are shadings and blends that are part of the infinite variety of human
nature.”
 The primary goals of Servant-Leadership mode
are:
 The genuine desire to serve others
 To prioritise collective good over self-interests
 Commitment to enhance personal growth
and development of the followers

 “The highest destiny of the individual is to serve

rather than to rule.”
- Albert Einstein
21
22
 “A good leader inspires people to have
confidence in him, a great leader inspires people
to have confidence in themselves.”
– Eleanor Roosevelt

Thank You

23
 Works Consulted
 Kolzow, R. David. Leading From Within: Building Organizational Leadership
Capacity.2014.
https://www.iedconline.org/clientuploads/Downloads/edrp/Leading_from_Within.pdf.
Accessed 01 July, 2022.
 Maxwell, John C. The 21 Irrefutable Laws Of Leadership. Nashville, Tennessee: Thomas
Nelson Publishers, 1998.
 MTD Training Leadership Skills. 2010. https://bookboon.com/en/leadership-skills-ebook.
Accessed 01 July, 2022.
 Plecas, Darryl, et al. The Essential of Leadership in Government. City of Surrey: University
of the Fraser Valley, 2018.

24