Developing community leaders

• Recruit and teach others to become leaders.

Last, but not least: One of the central and long-
term jobs of a community leader is
to develop other leaders. Developing leaders is
how we build a strong community of individuals
that can work together to achieve goals. It is the
basis for how a democracy works.
What Makes a Good Community Leader?

•... They must possess empathy, the ability to

inspire, strong communication skills and
pride in their community.
Effective leaders are problem solvers who
involve all members of their teams. They get
people to work together toward a common
goal.
•The Ten Top Qualities of
Great Community
Leaders.
• 1.Self awareness. A good community leader should
be knowledge of his or her strengthens and
weaknesses. This will enable the leader to exploit
better his abilities while seeking help from others for
his or her weak areas. Leading others with the
knowledge of self ease’s a leaders job since it allows
for the selection of the best-fit roles and the sharing
of responsibilities with others.
•
•2.Eagerness to learn and adapt. As a
community leader, earning respect from
members is one of the key enablers of ones
roles. To do so, learning to listen from
others, appreciating their input and
changing courses of action is essential.
• 3.Empathy. As a leader its important that you
recognize how the community perceives you
as their leader. Empathy allows one to imagine
different viewpoints from the community
members as well as understand their
feelings. With this perspective, a leader may be
perceived as one who cares and this will increase
his or her creditability in the community.
•4.Honesty and integrity. A leader must
ensure that he is trustworthy to the
community and to other leaders. Trust
facilitates productive space for discussions
and desired social change. Once trust is
broken, respect is diminished and
productivity is eliminated.
• 5.Dedication. As a community leader, who most likely
is playing a voluntary role, its important that you
recognize your own benefits from the role. Time spent
on a community role can only be beneficial if it’s seen
to create space for desirable social change both for
the leader and the community. This recognition will
create energy and dedication to one’s roles given the
sometimes difficulty and draining role of community
leadership.
• 6.Service. Involving oneself in general
community services is a yet another great
quality of a community leader. As a leader being
seen to serve your own members creates
respect and legitimatizes one’s role in the
community.
• 7.Interpersonal skills. A community leader
should be able to interact with other members
of the community with ease. This calls for good
communication and collaboration skills. Being
able to negotiate, mediate, listen to others, and
articulate arguments and to work with members
external to the community is essential.
• 8.Forward-thinking. Forward thinking is about
being visionary as a leader, one should dream for
his community and effectively share the dream.
He should be able to think of the future and set
sustainable goals by developing his/her own
critical thinking skills and involving the younger
generations.
•9.Intelligence. A competent leader is seen
as one who can take care of the tough stuff
that may happen to him or the
community. Intelligence here is beyond
being smart to include high levels of both
emotional and social intelligence.
• 10.Motivation. Lastly, a great leader inspires as
to create the desired social change. He does this
in a variety of ways but always remembers to
include others in his thought process and
courses of action.
Theory of leadership

• 1. Great Man Theory

• According to the Great Man Theory (which should perhaps be called
the Great Person Theory), leaders are born with just the right traits
and abilities for leading – charisma, intellect, confidence,
communication skills, and social skills.
• The theory suggests that the ability to lead is inherent – that the best
leaders are born, not made. It defines leaders as valiant, mythic, and
ordained to rise to leadership when the situation arises. The term
“Great Man” was adopted at the time because leadership was
reserved for males, particularly in military leadership.
• 2. Trait Theory
• The Trait Theory is very similar to the Great Man Theory. It is
founded on the characteristics of different leaders – both the
successful and unsuccessful ones. The theory is used to predict
effective leadership. Usually, the identified characteristics are
compared to those of potential leaders to determine their
likelihood of leading effectively.
• Scholars researching the trait theory try to identify leadership
characteristics from different perspectives. They focus on the
physiological attributes such as appearance, weight, and height;
demographics such as age, education, and familial background;
and intelligence, which encompasses decisiveness, judgment,
and knowledge.
•
• 3. Contingency Theory
• The Contingency Theory emphasizes different variables in a specific
setting that determine the style of leadership best suited for the
said situation. It is founded on the principle that no one leadership
style is applicable to all situations.
• Renowned leadership researchers Hodgson and White believe that
the best form of leadership is one that finds the perfect balance
between behaviors, needs, and context. Good leaders not only
possess the right qualities but they’re also able to evaluate the
needs of their followers and the situation at hand. In summary, the
contingency theory suggests that great leadership is a combination
of many key variables.
• 4. Situational Theory
• The Situational Theory is similar to the Contingency Theory as it
also proposes that no one leadership style supersedes others. As its
name suggests, the theory implies that leadership depends on the
situation at hand. Put simply, leaders should always correspond
their leadership to the respective situation by assessing certain
variables such as the type of task, nature of followers, and more.
• As proposed by US professor Paul Hersey and leadership guru Ken
Blanchard, the situational theory blends two key elements: the
leadership style and the followers’ maturity levels. Hersey and
Blanchard classified maturity into four different degrees:
• M1 – Team members do not possess the motivation or tactical
skills to complete necessary jobs.
• M2 – Team members are willing and ambitious to achieve
something, but they lack the necessary ability.
• M3 – Team members possess the skills and capacity to accomplish
tasks, but they’re not willing to take accountability.
• M4 – Team members possess all the right talents and are
motivated to complete projects.
• According to situational theory, a leader exercises a particular form
of leadership based on the maturity level of his or her team.
•
• 5. Behavioral Theory
• In Behavioral Theory, the focus is on the specific behaviors
and actions of leaders rather than their traits or
characteristics. The theory suggests that effective
leadership is the result of many learned skills.
• Individuals need three primary skills to lead their followers
– technical, human, and conceptual skills. Technical skills
refer to a leader’s knowledge of the process or technique;
human skills means that one is able to interact with other
individuals; while conceptual skills enable the leader to
come up with ideas for running the organization or society
smoothly
Clear direction
decide on team goals and desired outcomes first.
Use it for clear direction for the team you select.
Start at the end point: What is the outcome you
want and why? Leave the team flexibility to
develop the best way to get there
Open and honest communication

• The most important part of communication is

listening. Listening is not just a way to find things out.
It’s also a sign of respect. So send the message that
your conversation partner is valuable. Listen like you
mean it. Demonstrate that you’re listening.
Paraphrase, re-state, and react to what you hear. Ask
for clarification. Get involved
Support risk taking and change

•Good teams support appropriate risk taking

and experimentation for change. They look
on first time mistakes as opportunities for
learning.
Defined roles
• The explorer will be more of a big-picture thinker who
can help the team see what is possible. The number-
cruncher will take charge of measurement and metrics.
It’s possible your team will have other roles to fill, but
you should have a good handle on those roles before
you begin staffing.
• Once you have a plan for those basics, begin choosing
the strongest team members to carry out the project
 Mutually accountable
•Teams accept responsibility as individuals
and as a team. They don’t blame one
another for team mistakes and failures. No
one should spend any time, useless time, in
personal justifications. They should
celebrate their successes together and
recognize special performances and
contributions that each team member
makes to the total work of the team.
 Communicate freely
• Communication is the cousin of chemistry. In any team,
communication is crucial to building a sense of camaraderie
between members. The content of the communication is rather
irrelevant, as researchers at MIT’s Human Dynamics Laboratory
have shown. Rather, the manner of communication — how freely
and frequently team members communicate — determines the
effectiveness of the team. Put simply, the more freely you talk to
your fellow team members, the more comfortable you are in
sharing insights and ideas. This is just one major reason why
modern businesses emphasize communication and spend
significant time each year on social communication and
collaboration tools.
Common goals

• A chief characteristic of any successful team is

that members place the common goal above
individual interests. While scaling individual
targets is great for personal morale, teams
succeed when they understand, appreciate and
work with a common purpose
Encourage differences in opinions

•Agreeing on a common goal is essential. But

it shouldn’t come at the cost of suppressing
alternative ideas and opinions. Having
divergent opinions within a team enhances
team performance; a diverse team is its
competitive advantage.
Collaboration

• Closecollaboration is a trait shared by every

successful team, whether it be the Apple
leadership team or Lennon-McCartney of the
Beatles fame or Jordan-Pippen of the Chicago
Bulls fame. The idea is simple enough: the more
you collaborate and the more you communicate,
the more you create.
Team trust
• Team members who cannot trust one other or who
don’t believe in the process and goals of the team
seldom find success. Effective teams focus on
solving problems. Trust is an adjunct of effective
communication; there can be trust between team
members only if they are allowed to air their views
freely. This is the reason why organizations often
undertake team-building exercises that put team
members in positions of trust.
• A University that develops individuals through excellence in teaching,
dynamic and relevant research, and responsive service supported by
evolving technology for global competence.
• miss
• An enduring commitment to prepare the learner to continuously search for
knowledge through a holistic education which treasures heritage and is
imbued with the core values of personal integrity and spirituality, family
solidarity and community participation
• Four
• Holistic development of personality & moral character
• · Preparation for the vocational, career and profession
• · Training for home and family life
• · Training for community participation and leadership