Building Leadership Skills

www.exploreHR.org

1

You can download this brilliant presentation at:

www.exploreHR.org
Visit www.exploreHR.org for more presentations on HR management and management skills

www.exploreHR.org

2

Contents
1. Six Trait of Effective Leaders 2. Managerial Grid of Leaders 3. Contingency Model of Leadership 4. Elements of High Performing Leaders • Leader as Vision Creator • • • • Leader as Team Builder Leader as Task Allocator Leader as People Developer Leader as Motivation Stimulator

www.exploreHR.org

3

Six Key Traits of Effective Leaders

www.exploreHR.org

4

What is Leadership ?
A leader articulates and embodies a vision and goals, and enables others to share and achieve them

Leadership is a state of mind….leadership is about vision, spirit, and character; getting diverse individuals to work together as a team

www.exploreHR.org

5

Six Traits of Leaders

Drive

Desire to Lead

Integrity

SelfConfidence

Intelligence

Job-relevant Knowledge

www.exploreHR.org

6

Six Traits of Leaders
Drive
Leaders exhibit a high effort level. They have a relatively high desire for achievement, have a lot of energy, show initiative, and they’re persistent in their activities Leaders have a strong desire to influence and lead others, they demonstrate the willingness to take responsibility

Desire to Lead

www.exploreHR.org

7

Six Traits of Leaders
Integrity
Leaders build trusting relationship between themselves and followers by being truthful and by showing consistency between word and deed

SelfConfidence

Followers look to leaders for an absence of self-doubt. Leaders, therefore, need to show self-confidence in order to convince followers of the rightness of goals and decisions
8

www.exploreHR.org

Six Traits of Leaders
Intelligence
Leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of information; and to be able create visions, solve problem, and make correct decisions Effective leaders have a high degree of knowledge about the company, industry, and technical matters. In-depth knowledge allows leaders to make well-informed decisions and to understand the implications of those decisions.

Job-Relevant Knowledge

www.exploreHR.org

9

Managerial Grid of Leaders
9
1.9. Country Club Management 9.9. Team Management

Concern for People 5

5.5. Middle of the Road Management

1 1
www.exploreHR.org

1.1. Impoverished Management

9.1. Task Management

5
Concern for Tasks

9
10

Managerial Grid of Leaders
1.9. Country Club Management

The leaders focuses on being supportive and considerate of employee to the exclusion of concern for task efficiency

9.1. Task Management

The leaders concentrates on task efficiency but shows little concern for the development and morale of employee

www.exploreHR.org

11

Managerial Grid of Leaders
9.9. Team Management

The leader facilitates task efficiency and high morale by coordinating and integrating work-related activities

1.1. Impoverished Management

The leaders exerts minimum of effort to accomplish the work

www.exploreHR.org

12

Contingency Model of Leadership
Environmental Contingency Factor • Task Structure • Formal Authority System • Work Group Leader Behavior • Directive • Supportive • Participative • Achievement Oriented Employee Contingency Factor • Locus of Control • Experience • Perceived Ability www.exploreHR.org
13

Outcomes • Performance • Satisfaction

Contingency Model of Leadership
• Lead to greater satisfaction when tasks are ambiguous and stressful than when they’re highly structured and well laid out Will lead to higher employee satisfaction when there’s substantive conflict within work group Will satisfy employees with an external locus of control Are likely to be perceived as redundant among employees with high perceived ability or with considerable experience
14

• Directive Leaders • •

www.exploreHR.org

Contingency Model of Leadership
• Supportive Leaders • Creates high employee performance and satisfaction when employees are performing structured tasks Are needed when the formal authority relationships are clear and bureaucratic

www.exploreHR.org

15

Contingency Model of Leadership
Participative Leaders

Will satisfy employees with internal locus of control (those who believe they can control their own destiny)

Achievement Oriented Leaders

Will increase employees’ expectancies that effort will lead to high performance when tasks are ambiguously structured

www.exploreHR.org

16

Elements of High Performing Leadership
High Performing Leadership

Leader as Vision Creator

Leader as Team Builder

Leader as Tasks Allocator

Leader as People Developer

Leader as Motivation Stimulator

www.exploreHR.org

17

Leader as Vision Creator

www.exploreHR.org

18

Leader as Vision Creator
Monitoring Action Plan Execution

Creating Vision

Setting Goals

Developing Action Plan

www.exploreHR.org

19

Leader as Vision Creator
"What is our vision for the team/organization — where should the team be headed, what kind of team/organization do we want to become?"

Creating Vision

Analysis of external opportunities and threats Analysis of internal capabilities and areas for improvement
www.exploreHR.org
20

Leader as Vision Creator

Setting Goals

The purpose of setting goals is to convert managerial statements of team vision into specific performance targets — results and outcomes the team wants to achieve.

Setting objectives and then measuring whether they are achieved or not help managers track an team's progress.

www.exploreHR.org

21

Four Characteristics of Goal Setting
Goal Difficulty
• Increasing your employees' goal difficulty increases their challenges and enhances the amount of effort expended to achieve them The more difficult goals lead to increased performance if they seem feasible

Goal Specifity

• •

When given specific goals, employees tend to perform higher Telling them to do their best or giving no guidance increases ambiguity about what is expected

www.exploreHR.org

22

Four Characteristics of Goal Setting
Feedback
• • Providing feedback enhances the effects of goal setting Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal

Participation in Goal Setting

Employees who participate in the process, generally set higher goals than if the goals were set for them It also affects their belief that the goals are obtainable and increases their motivation to achieve them
23

www.exploreHR.org

Leader as Vision Creator
• Developing Action Plan • • • Action plan are the means for accomplishing objectives Action plan must be concrete, measurable events that must occur Plan also establishes a priority for the tasks Since many tasks must be accomplished before another can begin, establishing priorities helps your team to determine the order in which the tasks must be accomplished and by what date.

www.exploreHR.org

24

Leader as Vision Creator
• Monitoring Action Plan Execution The final step is to follow up, measure, and check to see if the team is doing what is required. This kind of leader involvement validates that the stated priorities are worthy of action. For the leader it demonstrates her commitment to see the matter through to a successful conclusion.

• •

www.exploreHR.org

25

Leader as Team Builder

www.exploreHR.org

26

Leader as Team Builder
Effective Leaders develop and nurture…… Great Team

• • •

Clear Goals Clear measures of performance Clear job roles

• • •

Team identity and spirit Sense of fun and enjoyment Open and honest communication People
27

Task
www.exploreHR.org

Leader as Team Builder
Cultivate a cohesive team

Promote team problem solving

Leader as Team Builder

Be loyal to your members

Help your members to manage and learn from their challenges Care about your members
www.exploreHR.org
28

Leader as Team Builder
Cultivate a cohesive team

• •

Know when to step in and when to stay out of team conflicts. Plan occasional team events that let people get together without the pressures of work.

www.exploreHR.org

29

Leader as Team Builder
Promote team problem solving

Be accessible for consultation with your employees if problems arise, but don't micromanage.

Establish a guideline that whenever employees bring you a problem, they are expected to also bring you at least one possible solution.

www.exploreHR.org

30

Leader as Team Builder
Be loyal to your team member

Be the voice of your team at the management table. Share the credit with your team for its achievements and ensure that those above you know about its successes. Don't publicly point a finger when something goes wrong.

www.exploreHR.org

31

Leader as Team Builder
Help your members to manage and learn from their challenges

Find out what gets in the way of their doing their best.

Delegate, but don't abdicate.

www.exploreHR.org

32

Leader as Team Builder
Care about your members

Make small talk with your employees when the opportunity presents itself.

Greet employees by name when you make first contact each day.

Be a positive, encouraging force.

www.exploreHR.org

33

Leader as Tasks Allocator

www.exploreHR.org

34

Leader as Tasks Allocator
Leaders get things done through people……..

Tasks Result

Leaders People

Effective leaders, therefore, need to understand the value of allocating tasks or delegating and know how to do it
www.exploreHR.org
35

Leader as Tasks Allocator

Delegation

The assignment of authority to another person to carry out specific activities. It allows a employee to make decisions – that is, it’s a shift of decision making authority from one organizational level to another lower one.

www.exploreHR.org

36

Leader as Tasks Allocator

What to delegate

Recurring and routine tasks Tasks that would increase or develop an employee’s skills or knowledge

• •

Occasional duties or tasks Tasks I do that are in someone’s area of expertise or interest

www.exploreHR.org

37

Leader as Tasks Allocator

Who to delegate to

A person who is already able and willing to take on responsibility for doing a task

A person who wants to learn the task in order to develop or extend their skills

A person who wants to make their job more interesting and challenging

www.exploreHR.org

38

Steps to Delegate Effectively
Clarify the Assignment Specify the Employee’s Range of Discretion Inform Others that Delegation has Occurred Monitor Results

Allow the Employee to Participate

www.exploreHR.org

39

Steps to Delegate Effectively
Clarify the Assignment

It’s your responsibility to provide clear information on what is being delegated, the results you expect, and any time or performance expectations you hold.

www.exploreHR.org

40

Steps to Delegate Effectively
Specify the employee’s Range of Discretion

Every act of delegation comes with constrains. You need to specify what those parameters are so that employees know, in no uncertain terms, the range of their discretion.

www.exploreHR.org

41

Steps to Delegate Effectively
Allow the employee to Participate

One of the best way to decide how much authority will be necessary to accomplish a task is to allow the employee to participate in that decision.

www.exploreHR.org

42

Steps to Delegate Effectively
Inform Others that Delegation has Occurred

You need to inform the employee’s colleagues, other supervisors, or senior managers, that you have delegated a particular task or duty to someone else. Let them know, too, that you have complete confidence in the employee’s ability to succeed in the task.

www.exploreHR.org

43

Steps to Delegate Effectively
Monitor Results

Monitoring allows you to make any necessary adjustments to the way the task is being done.

www.exploreHR.org

44

Leader as People Developer

www.exploreHR.org

45

Leader as People Developer
Leadership is about developing leaders, not followers

Leadership is about creating a legacy, one that will propel the organization to new levels of success even when the leader has moved on
www.exploreHR.org
46

Leader as People Developer
Leader
Employee Development and Learning Plan

Employee

www.exploreHR.org

47

Leader as People Developer
Employee Development and Learning Plan

An Employee Development and Learning Plan is a formal contract between a leader and an employee that identifies specific development activities that link the employee's interests and skills to organizational needs.

www.exploreHR.org

48

Leader as People Developer

Employee Development and Learning Plan

The plan is the outcome of one or more discussion sessions that address: the employee's and manager's perspective on the employee's effectiveness in her current role mutual suggestions for increasing impact in the current role

www.exploreHR.org

49

Leader as People Developer
Employee Development and Learning Plan

• •

Things to consider in designing Development Plan : Identify the core competencies for every level of employee in the organization. Understands that each person learns differently and that employees need to have tailored learning plans that suit their learning styles.

www.exploreHR.org

50

Leader as People Developer
Employee Development and Learning Plan Employees benefit because they can : • reflect on and communicate their own interests, skills, and achievements to their managers volunteer for participation in satisfying assignments, special projects, and learning activities relate personal goals to the bigger picture of the organization's long-term business plan seek feedback about specific development needs and interests
51

• •

www.exploreHR.org

Leader as People Developer
Employee Development and Learning Plan Managers benefit because they can: • share the responsibility for developmental planning with employees rather than assuming full responsibility get a clearer picture of employees' interests and goals and relate those interests to new tasks and assignments energize and retain employees by providing new challenges in their current roles as well as preparing them for other roles

www.exploreHR.org

52

Leader as Motivation Stimulator

www.exploreHR.org

53

Leader as Motivation Stimulator
Leaders establish the vision for the future and set the strategy for getting there; they motivate and inspire others to go in the right direction

Motivation = the willingness to exert high level of effort to reach organizational goals

www.exploreHR.org

54

Leader as Motivation Stimulator
Collaboration

Three C’s of Motivation

Content

Choice
www.exploreHR.org
55

Leader as Motivation Stimulator
People feel more motivated to work hard

Collaboration

when they’re inspired to cooperate, when they have an opportunity to help one another succeed People feel more motivated to work hard

Content

when they understand how their work add value to the organization

People feel more motivated to work hard

Choice
www.exploreHR.org

when they feel empowered to make decisions about their work
56

Leader as Motivation Stimulator

Inspire by Example

Leader as Motivation Stimulator

Create and communicate a clear vision of the goals

www.exploreHR.org

57

Leader as Motivation Stimulator
• Inspire by Example • Be clear and enthusiastic about your own life purpose and goals. The most inspiring leaders are themselves inspired and excited about the purpose of their lives or their missions. • Sharing your excitement is often a catalyst for others to join in the pursuit of that mission or to find their own, equally inspiring purposes.
www.exploreHR.org
58

Leader as Motivation Stimulator
• Inspire by Example • Share stories from your own experience. People who capture the hearts of others and leave them feeling uplifted often do so by sharing stories about their own struggles, mistakes, and life lessons. • Be willing to share the human, fallible side of your life experience rather than trying to maintain the image of a perfect leader who never has doubts or struggles.
www.exploreHR.org
59

Leader as Motivation Stimulator
• Inspire by Example Focus on the dreams and goals of others. • Get to know your employees and other people with whom you regularly interact. Find out what they want to achieve.

www.exploreHR.org

60

Leader as Motivation Stimulator
Create and communicate a clear vision of the goals

Ensure that you are clear about the goals that have been assigned to your team by management above you. Communicate these goals to your people and listen carefully to their feedback.

Have the team develop plans for achieving these goals. Ensure that everyone has an opportunity to participate and contribute to the plan, which will encourage buy-in by all members.

www.exploreHR.org

61

Leader as Motivation Stimulator
Create and communicate a clear vision of the goals

Help others to bring out the best in themselves. Identify the unique talents and abilities of your employees and ensure that they understand how they can contribute to the overall plan and vision.

Keep the vision front and center. When things seem to be going off track and people are losing their focus, remind the team of what they are working toward.

www.exploreHR.org

62

References/Recommended Further Readings:
1. Stephen Robbins and Mary Coultar, Management, Prentice Hall International. You can obtain this excellent book at this link:

http://www.amazon.com/Management-Stephen-P-Robbins/dp/053697537X/ref=sr_1_3?ie=UTF8&s

2.

Bryn Hughes, The Leader's Tool Kit: Hundreds of Tips and Techniques for Developing the Skills You Need, Kingsway Communications. You can obtain this excellent book at this link:

http://www.amazon.com/Leaders-Tool-Kit-Techniques-Developing/dp/0814408478/ref=sr_1_1?ie=U

www.exploreHR.org

63

End of Material
If you find this presentation useful, please consider telling others about our site (www.exploreHR.org)

www.exploreHR.org

64

Sign up to vote on this title
UsefulNot useful