LEADERSHIP DEVELOPMENT AND

MENTORSHIP

Dr. NYAMBURA SALOME

CO-ORDINATOR, GROWING LEADERS PROGRAMME
Office: BSC 260/142
 Course Aim & Objectives
Course Goal: To develop transformative leaders

Objectives:
 Inculcate good leadership and management skills, values and
competencies
 Increase employability of our graduates

Course outline:
 Foundations of Leadership and Management
 Leadership and management Practice
 Mentoring, Coaching and Counselling in Leadership Mentoring
 Leadership, National unity and Development
 Life Skills
 What is Leadership?
• African Vs Western understanding?
• Complex concept – dependent on context!
• Some definitions:
 The art of getting someone else to do something you want done,
because he wants to do it…
 Process of social influence in which one person can enlist the aid
and support of others in the accomplishment of a common task.
 Leadership is ultimately about creating a way for people to
contribute to making something extraordinary happen.
 The ability to successfully integrate and maximize available
resources within the internal and external environment for the
attainment of organizational or societal goals.
 A leader affects and is affected by the followers in an interactive
process
 Management?

What is the difference?

Is a leader a manager?

Or is a manager a leader?

Any better?
 Leadership Vs Management
MANAGEMENT LEADERSHIP

Creates order and stability using Produces constructive change

rules and procedures by providing vision & setting
strategies for change
Accomplishes activities, master Communicating goals, seeking
routines, structure & placements commitment, building teams and
coalitions
Establishes undirectional Multi-directional influence
authority relationship: co- relationship: developing mutual
ordinates activities to have the purpose & working together with
job done and works through followers to adapt to change
subordinates
Managers are reactive and work Leaders work with followers with
with subordinates to solve emotional involvement, inspiring
 Leadership or Management?
• Kotter (1990) …both essential
• ….to ensure order and direct change…
• …Managers are people who do things right…
and leaders are people who do the right
things…

• What of POWER?...How does it relate to the 2?

Power…Management…Leadership
• Power = Capacity or potential to influence others’
beliefs, attitudes and courses of action.
• Leaders derive power from their potential to
influence…
• Managers derive power from…their position…a
teacher…coach…doctors…etc
• 3 types of power:
 Referent power – influence that leaders may exercise
because believe in them and their ideas e.g. movie stars or
military heroes
 Reward power – ability to grant or withhold incentives
 Coercive power – involves use of threats, punishment or
negative rewards or manipulating penalties and rewards in
the work environment
 Discussion…Ques…
• What leaders…do you see in our society?
• Any leader who has influenced you?
• What of managers?
• Are our student officials…managers or leader?
• What are the sources of power in our society?
 Factors that influence Leadership
 Leader : what kind of leader? personality?...gentle,
abrasive…extrovert…introvert
 Followers : different kinds of people require different
leaders…students, teachers, politicians
 Communication: must be two-way…interactive
 Situation – situations vary and need to be addressed
differently…academic, church…formal…informal
Forces that influence these factors:
 Relationships,
 Skills,
 Organization of the community etc, informal Vs formal
leaders
 Theories on Leadership

 Great man theories: as heroic, mythic and destined to rise to

leadership when needed….inherent qualities and traits
- Capacity - Achievement - organizational skills
- Responsibility - Participation - Status
- Adaptability to situations -Alertness to social environment
- Achievement - Orientation
- Assertiveness - Decisiveness
- Dependability -Self-confidence -Persistence
- Cleverness - Persuasiveness
- Creativity - Tactfulness - Social skills
- Diplomacy, - Assertfulness
 Theories on Leadership
 Behavioral: leadership can be learned,
examines behaviour…focus on achievement of
task of keeping followers happy:
• Task perfomance
• Group Maintenance
• Participative Decision making

 Situational/ContingencyTheory – behaviour of
leader influenced by situation. Classified into:
• Relationship-motivated
• Task-oriented
 Theories on Leadership
 Path-goal – leaders responsibility to enhance motivation of
followers in attaining personal & organizational goal…through
creating and managing ‘paths’ for subordinates towards pre-
specified goals…and to rewards on offer…intrinsic – work
satisfaction, extrinsic-promotion, salary increase etc
 Classical leadership – physical attributes…personality, abilities,
aptitudes
 Transactional/Management – based on rewards and
punishments
 Transformational/relationship – based on the connections
between leaders and followers
 Spiritual leadership – based on the interconnectedness
 Servant leadership – not formally recognized but inspired
 Leadership Styles (Kurt Lewin, 1930)

• Authoritarian/Autocratic
• Democratic/Participative
• Laissez-faire/Delegative
• Narcissistic leadership
 Lessons from theories?
Effective Leadership: not only traits, skills and behaviors –
should take into account the following:
• The skill levels and experience of your followers
• The work involved (routine, or new and creative).
• The organizational environment (stable or radically
changing, conservative or adventurous).
• You own preferred or natural style –
Autocratic/Democratic/ Laissez-faire leaders
• Your own core values and principles
 Group work
• Describe leadership theory you would
prefer….why?
• Discuss the leadership styles…which would
you use…why?
• Explain difference between: Transactional…
and Transformative leadership….
 Effective leadership and management skills
• Management …about coping with complexity
• Leadership…coping with change
Process Management
Vision establishment -Plans & budgets
-Develops process steps
and sets timelines
-Displays impersonal
attitude about vision and
goal
Human development and -Organizes staffs
Networking -Maintains structure
-Delegates responsibility
-Delegates authority
-Implements the vision
-Establishes policy and
Leadership
-Sets direction &
develops vision
-Develops strategic plans
& achieves vision
-Displays a very
passionate attitude about
vision and goals
-aligns organization
-communicates vision,
mission and direction
-influences creation of
coalitions, teams,
partnerships
 Effective leadership and management skills
Process Management Leadership
Vision execution -Controls processes -Motivates & Inspires
-Identifies problems -Energizes
-Monitor results employees to
-Takes a low risk overcome barriers to
approach to problem change
solving -Satisfies basic
human needs
-Takes a high risk to
approach to problem
solving
Vision Outcome -Manages vision - Promotes useful
order and and dramatic
predictability changes e.g. new
-Provides expected products or
 Organized sets of behavior by managers
• Managers plays 3 sets of roles:
– Interpersonal – interact with people inside and outside work
units…liason officer
– Informational – receive and communicate info with people
inside & outside organization….disseminator
– Decisional – make decisions to solve problems…or take
advantage of opportunities…negotiator…
• Principals skills of effective managers:
– Technical…requisite technical skills…ability to supervise
– Conceptual…think analytically, visualize organization…and
its parts
– Human skills…ability to interact well…motivate inspire…
– Diagnostic skills…define & understand situations
 Transformational leadership
• Northouse (2001)…Transformational leadership is …process that
changes and transforms individuals…ability to get people to want to
change, improve and to be led.
• Involves…assessing associates, motivates, satisfying their needs
and valuing them
• Leaders who stimulate, inspire followers to achieve extraordinary
outcomes and in process develop their own leadership capacity….
• They help followers GROW

• Components of T.L:
• Intellectual stimulation
• Individualized consideration
• Inspirational motivation
• Idealized influence
 Principles of Leadership
 Life long learners
 Service oriented
 Radiating positive energy
 Belief in other people
 Leading balanced lives
 View life as an adventure
 Synergistic
 Exercise for self-renewal
 Elements of Transformational leadership
• Transformational leadership style comprises of:
Creating a strategic vision…vision?
Communicating the vision
Modelling the vision
Building commitment to the vision

• Exercise:
1. Leadership involves creating a vision for an
organization. How can a transformative leader
develop such a vision?
2. What are the challenges of transformative
leadership?
 Leadership & Team performance
• Team?...a group of people working together in
synergy to achieve a common goal….members
harness the energies, skills and personalities to
achieve goal.
• Team leader?...one who galvanizes, offers
direction, guidance to team towards realization
of goal…team only as good as the leader!
• Team performance…extent team meets
goals…it’s a measure of the trust in the
leadership of the team
 Leadership & Team performance
• What makes a team strong?...commitment,
appreciation of each others strengths, tolerance of
weaknesses, quality time spent together, free
communication of feelings and opinions, helping out
each other, shared common interests & seeking help
from each other!
• Habits of effective team leaders?
 Focus on their team more than themselves
 Create a space where people can trust one another
 Focus on strengths of members, not weaknesses
 Push for a higher standard
 Are a source of positive energy that inspires team members
to be more productive
Leadership & Team performance
Are level-headed and do not get rattled every time
there’s a problem
Serve as role models for team members to ensure
that they will act in a similar way.
Offer guidance to all members of the team to
ensure they are fulfilling their roles
Ensure that team morale remains high and that
members are motivated to perform.
 Effective Time Management
• What is time management?....process of improving an
individual or group’s ability and productivity through more
efficient use of time…ability to accomplish given tasks & goals
within a given time frame.
• Why is it important?...it’s crucial to accomplishing organizational
tasks as well as to avoiding wasting valuable personal or
organizational assets.
• To manage time properly…:
 Identify things that waste your time and are not productive
e.g?
 Make a list of all your tasks and prioritize the most important
ones.
 Draw up a daily tasks – list to make sure that all tasks are
completed in time
 Effective Time Management
• What are time wasters? Things we do that are
not essential to core task…Why do? Because
we are used to e.g FB…easier to do e.g. gossip
than sport, Because of peers influence…or
pressure!
• Time wasters include: Procrastination,
disorganization, not being able to say no,
visitors, transport, waiting, phone calls, Social
media…whatsapp/FB etc, TV/Radio, lack of
interest, burn out, meetings, not ever starting
etc
 Planning for effective use of time
• How can we plan for our time well: Prioritize,
Delegate, Control your environment,
understand oneself…identify habits, attitudes
routines that need to change
• Tools for T.M…diary, weekly task list…the list
should include tasks that are urgent, urgent but
can wait, those to be accomplished within the
week....including allocating time to attend to
personal issues…etc
 Planning for effective use of time
Urgent Not urgent
Important 1. Do Now 2. Plan to do
- Emergencies - Planning, Preparation
- Demands from schedule
superiors/customers - Research, Investigation
- Planned tasks or project - Networking
work relationships building
- Meetings & - Thinking, Creating,
appointments Modeling
- Reports & other
submissions
- Problem resolution, fire  Critical to success:
fighting fixes etc Planning, strategic
thinking, deciding
 Prioritize according to direction and aims etc
relative urgency Plan time-slots &
personal space for
these
 Planning for effective use of time
Urgent Not urgent
Not important 3. Reject & explain 4. Resist and cease
-Trivial requests from -‘Comfort’ activities,
others apparent computer games, net
emergencies surfing, excessive
-Ad hoc interruptions and addictive breaks eg
distractions smoking
- Misunderstandings -Chat, gossip, social
appearing as complaints communications
-Daydreaming, doodling,
Scrutinize & probe over-long breaks
demands -Reading nonsense or
irrelevant material

Habitual comforters –
not true tasks
 Benefits of effective time management
• Helps in making key decisions on time, thus meeting
deadlines
• Job/task satisfaction because major breakthroughs
are made on time…this motivates people to work
harder
• Improves performance on job performance thus
increased productivity
• Reduces anxiety & unnecessary tensions which may
lead to stress
• Helps in avoiding ‘firefighting’
• Better interpersonal relations coz official time does not
eat into social & family time
 Group work
1. Are you a team player?
2. How can you improve the quality of your
team?
3. How would you advice your team leader?
4. What are your time wasters? List them down.
5. How can you address each of the time wasters
listed?
6. Develop a time plan, showing priorities, the
key goal achievement activities and any likely
time wasters.
 Attitudes & Change Management
• Change is the only constant in life…it is
inevitable…definition? It is an alteration in the
current status of an individual..status could be
…social, work, economic, psychological,
physical…etc
• The alteration causes a shift in how things are
seen, done, perceived, organized, processed or
controlled.
• Trigger for change may be…internal or
external…
• Types of change?
 Types of change
• Evolutionary Vs revolutionary…evolutionary occurs
gradually and most times it is an expected change e.g.
moving from 1st-4yr …this is natural…or from a teen to
young adult etc…Revolutionary…is change usually
radical, major may or may not be expected e.g.
becoming pregnant while at campus in1st yr
• Planned Vs unplanned…planned is when the change
is predictable, expected and fully analyzed. The
outcomes are known and the timing variables
considered. Unplanned happens by chance…may be
due to an occurrence of a certain event…e.g el nino
enabling Univ seeking for nearby hostels for
commuters
 Types of Change
• Punitive Vs Reward-oriented change…Punitive is
when change is implemented to punish an individual
or a given stakeholder…Rewarding is where change is
done to reward or compensate an individual…or to
reinforce a certain behaviour.
• Formal Vs Informal…Formal is intended, where
change is known and discussed and accepted by
stakeholders…informal is when change occurs without
standard plans.
• Forced Vs Voluntary change…Forced is when one is
coerced by forces beyond ones control…forced by
circumstances…voluntary is where one chooses to
change after observing environmental dynamics
 Attitudes
• Attitude is a persistent tendency to feel, act, react or
behave in a particular way towards a stimulus…stimulus
is anything that requires an individual’s attention and is
usually received from the 5 + 1common senses.
• Attitudes…are our positive or negative evaluation of a
given stimulus…the likes & dislikes individuals have
towards different stimuli with or without a rational
reason…e.g. some girls hating maths in high school…
why?
• Our lives are determined by our attitudes towards the
stimuli…e.g. how do we deal/react to change?
• Sources of attitudes are often informed/grounded in our
perceptions
 Attitudes
• Perceptions – how we interpret the stimulus…external or
internal…how do you perceive yourself…your abilities…your
beauty or otherwise etc
• Attitudes can also come from our direct experiences..e.g. a
drunkard parent leads his/her children to develop negative
thinking towards drinking.
• Attitudes can also be from our socio-cultural background…
ethnic perceptions?
• Attitudes can also be through affiliations e.g religious,
professional associations etc
• Attitudes can be formed through association…you are who,
your friends are!
• If our perceptions and attitudes are continuously reinforced they
become…our behavior…a habit.
 Attitudes
• Components: emotional, behavioural, cognitive
• Purposes of attitudes: knowledge function,
value expression function, egoism function,
instrumental function.
• Once attitudes are formed…difficult to
change…unless the function of the attitude is
addressed…and if not rational…shifted…
• Attitude is our altitude!

How do we change…our attitudes…perceptions?

 How do we manage change?
• Two tools that are often used include:
Force-field analysis…entails identifying the forces
for or against change…which are the restraining
and driving forces?
The three stage change process:
i) Where are you now…present situation?
ii) Where would you like to be…desired future?
iii) How would you get there…process?
• These tools help an individual to demystify change…to
understand why it is important for her/him…what are
the gains?
 How do we manage change?
• If one can identify the benefits of change then
s/he develops a positive attitude towards it.
• Why is change necessary?...brings new ways
of doing things…more efficiency and
effectiveness…keeps individual/society to be
relevant…if the benefits are more then its
appreciated….and is attractive
• Critical to have a positive attitude towards
change…we said its one’s altitude!...change is
not always a threat, expensive, unnecessary, a
bother etc…avoid negativity towards change
 How do we manage Change?
• Positive attitude towards change can be achieved through:
Understanding reasons for change
Having a broader view of what that change may entail
Looking at the future benefits and comparing with current
situation
Interacting closely with people who have undergone the
change
• Benefits of change + positive attitude:
Develops positive energy in us…we become proactive
Helps one fit into a given society
Reduces conflicts, anxiety & stress
Enables one get new perspectives of doing things
Reduction of costs – mental & financial
Enables creativity and innovativeness
 Benefits of change…
Enables you to become proactive and not reactive
Enables you to appreciate learning the dynamics of
change
Builds trust…
Enables one to be a good team player
You become relevant & indispensable to people…
people desire to be close to you
Keeps you young…age gracefully
No stress no lifestyle diseases…
 Basic Skills &Techniques of Counselling
• Skills & Techniques = ability to do something well…tools used
by counsellors to understand clients…and also help clients
understand themselves better.
• Mastery of these skills & techniques improve self-awareness of
leader
• Also maximizes ones operation as a leader & manager…coz
one gets to know how to cope with all personalities.
• These are:
 Structuring/contracting …interactive process btwn counsellor
& client in which they arrive at similar goals/perceptions
 Attending skills – SOLER . Sitting squarely, Open posture,
Leaning forward, Eye contact, Relaxed (being attentive to
client with all senses)
 Observation Skills – Picking on non-verbal messages
 Basic Skills &Techniques of Counselling
 Responding skills:
Listening to understand client through -feelings or
affections, content or experiences, behavior & non-
verbal
Empathy – putting yourself in shoes of another
 Genuineness – ‘state of being’ verbal = non-verbal
 Unconditional positive regard – no judgment at all in
spite of whatever client has done
 Paraphrasing – rephrasing some of things client is
saying to convey understanding
 Reflection of feelings – in a non-threatening way…to
bring awareness on the problems to client.
 Basic Skills &Techniques of Counselling
 Immediacy – examining process of counselling…any
progress/conflicts/hurdles…what way forward
 Self- disclosure – purposeful sharing of
counsellor’s/leader’s experiences so client can heel s/he is
human like him/her…helps show genuineness
 Summarization – seaming up all sharings…to help client
make sense/give meaning to all s/he has said…helps also
move session forward…through reflection of feelings.
 Confrontation – special effort by leader to help client look
at him/herself + behavior & the consequences…and after
this do something about it…the confrontation picks on
negative thoughts, behaviors or discrepancies…so
confront in order to get accurate info…& to provide new
perspectives
 Basic Skills &Techniques of Counselling
 Concreteness – enable client to raise concrete…not
abstract or hazy or generalized issues
 Focusing – helping a client to prioritize or explore in
depth one issue at a time.
 Minimal prompts – encouraging gestures to clients to
enable talk about their issues.
 Questioning – Refers to probing so as to get an
answer…the questions should be open-ended…avoid
asking why questions..
 Silence – this gives clients space & encouragement to
get more in touch with their thoughts & feelings .
 Stress and Stress Management
Stress – nervous tension that results from internal conflicts from a
wide range of internal & external situations. Its common to
all...people experience stress differently. Types:
 Eustress - +ve stress when faced with exciting challenge e.g.
exam?
 Distress - -ve stress – harmful & negative
• Causes of stressors for students :
 Increased academic demands
 Being on your own in a new environment
 Changes in family relations
 Financial responsibilities
 Changes in ones social life
 Exposure to new people, ideas and temptations
 Stress and Stress Management
Causes:
 Awareness of your sexual identity and orientation
 Preparing for life after graduation
 Lack of self-awareness,
 Lack of proper time management,
 Poor goal setting or no goal setting
 Unrealistic expectations,
 Unhealthy eating,
 Lack of exercise
 Poor faith in God
 Stress and Stress Management
• Tips to identify the stressors:
 Finding out what causes of the stress are
 Write down the reactions & how you deal with it
 Look for ways to reduce the amount of stress
 Learn health ways to relieve the stress & reduce the harmful
effects
• Symptoms:
 Anxiety,
 Emotional discomfort,
 Sleep disturbance,
 Medical problems: Gastrointestinal problems, Hypertension
 Anger,
 Depression
 Stress and Stress Management
• Symptoms:
sexual problems
fatigue
inability to focus
sweating on palms
shaking hands
moodiness
increased consumption of food, alcohol, smoking
etc
 Stress management strategies
• Techniques of stress management: Action oriented,
Emotionally oriented, Acceptance oriented…
Avoid unnecessary stressors eg. peers
Alter the situation
Set priorities
Time management
Examine your expectations
Adapt to the stress: Accept the things you can’t
change
Make time for fun and relaxation
Adopt a healthy lifestyle
 Problem solving techniques & Decision making
• Problem solving…is critical in life…since problems are a
way of life…being a confident problem solver is a trait of a
good leader.
• Steps in problem solving:
1. Defining the problem
2. Generating alternatives
3. Evaluating & selecting alternatives
4. Implementing solutions
5. Getting feedback
• Skills of Problem solving:
1. Analytical: ordering, comparing, contrasting,
evaluating, selecting
2. Creative: imagination
 Problem solving techniques & Decision making
• Both skills are important in problem solving!
• Problem solving hints:
 Take time to examine & explore the problem thoroughly
before setting out in search of a solution
 Breaking the problem into smaller parts will often make
solving it much easier
 Being confident that you have ability to act
 Appreciating problems as learning experiences
 Only implement a solution after considering the range of
possible solutions…ideas…choices
 Aspire to solve the root cause…not just symptoms
 Avoid procrastination…
 Avoid being in denial…be real and proactive…
 Leadership Models
Four Framework Approach  
Leadership Grid
 Effective Leadership
Entails:
 Should be goal oriented – clearly articulate a
vision…
 Capable of moulding a team – communality…
 Inspire members - influence members to
realize their potential.
D’Souza (2001):
Achieve the task
Build the team
Develop and Motivate the individual
Multiple Intelligence in Leadership
 Multiple Intelligence in Leadership
For Gardner, Intelligence is "a bio-psychological potential to process
information that can be activated in a cultural setting to solve problems
or to create products that are of value in a culture" (Intelligence
Reframed, Basic Books. 1999. 33-34).  

According to Gardner, Effective Leaders: “They are gifted with

language; they can tell effective stories and often can write
skillfully, too. Second, they display strong interpersonal
skills; they understand the aspirations and fears of other
persons, whom they can influence. Third, they have a good
intrapersonal sense – a keen awareness of their own
strengths, weaknesses, and goals – and they are prepared to
reflect regularly on their personal course. Finally, the most
effective leaders are able to address existential questions:
They help audiences understand their own life situations, clarify
their goals, and feel engaged in a meaningful quest.”
Emotional Intelligence
 Emotional Intelligence
Emotional Intelligence = EQ, by psychologist Daniel Goleman in
1995 book called 'Emotional Intelligence'

Two key aspects of theory:

 personal competence - self-awareness, self-regulation, self-
motivation
 social competence - social awareness, social skills

Goleman identified the five 'domains' of EQ as:

 Knowing your emotions.
 Managing your own emotions.
 Motivating yourself.
 Recognizing and understanding other people's emotions.
 Managing relationships, ie., managing the emotions of others.
 Guidelines for promoting EQ
Paving the way
 Assess the organization's needs
 Assessing the individual
 Delivering assessments with care
 Maximising learning choice
 Encouraging participation
 Linking goals and personal values
 Adjusting individual expectations
 Assessing readiness and motivation for EQ development
Doing the work of change
 Foster relationships between EQ trainers and learners
 Self-directed change and learning
 Setting goals
 Guidelines for promoting EQ
 Breaking goals down into achievable steps
 Providing opportunities for practice
 Give feedback
 Using experiential methods
 Build in support
 Use models and examples
 Encourage insight and self-awareness
Encourage transfer and maintenance of change (sustainable change)
 Encourage application of new learning in jobs
 Develop organizational culture that supports learning
Evaluating the change - did it work?
 Evaluate individual and organizational effect
 Decision Making in Leadership
Decision making =An everyday activity=Recursive =
Based on values & preferences = risk-taking
Types of decisions:
 Decisions whether
 Decisions which
 Contingent decisions
Components of decision-making:
 Environment
 Effects of quantity
 Decisions streams
Approaches to Decision-making
 Authoritarian
 Group
 Coaching
Essential in Leadership Development

What Coaching Is Not

 Therapy – which primarily focuses on the past; in this work we focus on
the future
 Consulting – where someone is hired to bring “their” answer to you; a
coach believes you are the only one who has the answer
 Training – which usually is done with a group of people on the same thing;
coaching is done one-one-one
 Mentoring – in which the mentor shows by his or her life and TELLS;
coaches listen and ask questions…the person has the answers
 Counseling – this has a different stance and motivation
 Supervising – this is not a performance evaluation; power issues can be a
concern
 Advice-giving – avoid this!

Elements of Coaching:
 Formal alliance/covenant
 Consensual
 Involves Awareness
 Requires Boldness (“to boldly go where no one has gone before”)
 Seeks Clarity
 Is Pro-Active
 Coaching
Key Principles of Coaching
 Create a Safe and Challenging Environment
 Space to take risks
 Requires opennness, honesty
 Provide both support and challenge
 Help to test knowledge and skills
 Bring Your Own “Signature Presence”: Bring your authentic self
 Not about prescribing or performing techniques
 It is about real presence
 Servant leader
 Building trust
 Bringing empathy and commitment to growth
 Inspire
 Use a systems perspective

Summary and Follow Up

 Be bold and clear in the commitment
 To what is the person responsible?
 What is the best way for you to follow up
 Communicate: email, phone call, etc.
 Gratitude, Affirmation and Praise
 Coaching
Use a systems
perspective:
The inner circle - the
values, traits, goals,
motivations of the
person
The mid-circle
represnts the
interpersonal
relationship with the rest
of the team
The large circle – the
socio-economic, cultural,
environmental aspects
 Cultural diversity
• Cultural diversity critical for leaders – they understand how
they’ve been shaped by their culture…and also understand
other peoples of various cultural backgrounds.
• Culture – total way of life of a group of people…language,
material, symbolic 
• Culture shapes our values, assumptions, behavior and
worldview
• Cultural diversity – entails bringing together the resources &
talents of many people for shared benefit of all. Harnessing our
differences enables a beautiful tapestry…however…tendency
leans more on conflicts & intolerance.
• How to embrace cultural diversity:
– Develop a strong filter to block damaging discourse –
propaganda & stereotypes…by media, friends
 Cultural diversity…
• Purpose to objectively analyze any discourse on others
• Address your personal biases, prejudices…thoughts/behaviours
• Purpose to have a broader worldview…not limited to your
village and education…be current and read broadly
• Remember history- what brought about these various
communities together…how were they living together?
• A good leader appreciates cultural diversity, is sensitive to the
differences, thinks before speaking to different peoples to avoid
offensive language, respects others…and even uses the
diversity to propel best performance/practices
 Ethics & Integrity
• Ethics – standards of conduct which indicate how one
should behave based on principles about right &
wrong.
• Values – core beliefs that guide & motivate attitudes &
actions
• Morals – customs & personal beliefs of individuals
about what is right and wrong.
• Integrity – has to do with your own personal or moral
code or ethics.
• Issues on ethics & integrity are both personal &
socially defined…integrity is adherence to moral code
whatever the source eg. Paying taxes, giving tithe etc
 Leadership & Integrity
• Leaders face dilemmas which require choices between
competing sets of values & priorities…they daily struggle to set
moral example…thus need to internalize a strong set of ethics,
principles of right conduct or a system of moral values.
• Good leaders strive to align the values of followers to
organization.
• Values help leaders choose right from wrong, do shape how
leaders define problems, perceptions of others, plus how
successes are achieved…does means justify end or does end
justify means?
• Leaders tend to like followers with similar values…best
surround yourself with followers of divergent values.
• Organizational values are also critical…retention of personnel is
influenced by how followers values are aligned with
organization’s.
 Understanding Peace
Peace:
Is not absence of war!
State of well being characterized by trust,
compassion & justice
It implies human beings working together to resolve
conflicts, respect standards of justice, satisfy basic
needs and honour human rights.
It involves a respect for life and for the dignity of
each human being without discrimination or
prejudice.
Peace is also a process…a continual struggle to
achieve the balance of forces…justice…
 Understanding Conflict …

Conflict Goals
 Is a fact of life, Compatible Incompatible
inevitable & often
B Compatible No conflict Latent
creative.
Behavior conflict
 Occurs when one E
person or more
H
pursues goals which
are or they think they A
are incompatible, V Incompatible Surface Open conflict
when there is an Behavior conflict
imbalance in I
relations…etc O
U
R
 Clarifying terms…in Conflict
I
Increasing violence
N Latent conflict Surface Open conflict
conflict
C
R Conflict Prevention
E Conflict Settlement
A Conflict Management
S Conflict Resolution
I Conflict Transformation
N
G

S
C
O
P
E
 Role of Leaders in Conflict Resolution
 Leaders need to be non-partisan…avoid taking sides in times of
conflict especially when it involves a controversial or unpopular
decision.
 Should be keen on identifying or addressing root causes…not
symptoms…think of the tree…
 Should portray positive attributes such as listening more, calmness,
negotiation, forgiveness…and encourage parties to be positive in
finding an amicable resolution.
 For Youth leaders:
- Aspire to be the change you want to see in the World (Mahtma
Gadhi).
- Being open minded to all peoples…culture, personality etc
- Be patient – in understanding others
- Read broadly to have a broader outlook in life
- Aspire to have a ‘giraffe’ outlook…look beyond the current
conflicts
 Gender dynamics in Management & Leadership
 Gender: a social construct…qualities befit for a Male and Female
 Gender roles: Social & behavioral norms appropriate for Male &
Female
 Challenge for women in leadership – is that traditionally leadership
has been associated with men…Great man theories…the qualities
which have been greatly identified as qualities for good leaders…have
been essentially masculine…brave, courageous, dominant, aggressive
 Women who emerge as leaders are presumed to be ‘acting like men’
 For women…to be a leader – must be extremely well qualified (Hilary
Clinton), have a proven track record (Martha Karua), be over-prepared
for the position, be married (if of age), ‘behave like male…any show
of femininity is read as…, be of a certain ‘acceptable’ age…in some
communities old women are viewed as leaders…
 Leadership styles for women have been said to differ from that of
men…due to their nurturing role…though contestable
 Youth Leadership & National Dev.
 Youth are the backbone of any Nation…a nation that ignores its
youth, looses its future…
 Thus critical for them to be given support throughout…in terms of
supporting their education, provision of employment opportunities,
entrepreneur trainings and financial support, political positions etc
 Youth also need to play their part…by showing interest & capacity to
participate in national development issues
 Challenges for the youth:
 Democracy & Governance – few opportunities, little or no
information on policies, programs & opportunities.
 Lack of trust – older folks sceptic about the millennials…
Generation Me Me Me
 Lack of resources
 Lack of awareness of relevant policies and programmes
 Public relations
• P.R. is planned & sustained effort to establish &
maintain goodwill & mutual understanding between an
organization and its public
• Categories: Latent, non-publics, aware, community,
potential employees etc
• How to be good at PR:
– Know people – introverts/extroverts
– Social skills – persuasion language, avoid biases &
prejudices
– Tact & Diplomacy
– Organizing skills
– Discretion initiative
– Punctuality
 Etiquette
• Etiquette is:
Code of behavior in accordance to social norms
Written &unwritten rules of conduct
• Includes: Personal hygiene, Courtesy, Cultural
norms
• Examples:
 Dress code
 Commitment e.g keeping time
 Respecting others space
 Sitting & Standing positions
 Communication – listening more
 Communication & Leadership
• Communication – the mutual exchange and understanding by
any effective means.
• Effective leadership = effective communication
• Forms of communication: verbal, non-verbal, written…
• Elements of communication:
Sender
Message
Receiver
Feedback
 Barriers to communication
• Distorting information
• Converting inferences into fact
• Confusion over the word meaning
• Having the wrong attitude
• Asking wrong questions
• Argument for dialogue
 How can a leader enhance communication
Sharpen following skills:
 Intra-personal – know people
 Inter-personal – know thyself
 Listening – two ears one mouth
 Feedback – always give feedback
 Persuasive skills – avoid being abrasive and pushy
 Non-verbal communication – be aware of yours and of
others
 Public Speaking – practice the skills
 Asking questions – be inquisitive…ask the right questions
 Inter-cultural - appreciate cultural diversity
 Organization – be organized in time and tasks
 Personal Branding
• Personal branding: process which individuals
differentiate themselves & stand out from a crowd e.g.
image, speech
• Purpose: enhance recognition by key players,
establish reputation & credibility, advance career,
build self-confidence
• Modern society: saturated by skilled professionals…
how do you STAND OUT amongst your peers?
• YOUR BRAND=YOUR REPUTATION…How do you
want ‘others’ to see & perceive you? What are you
communicating to them…through your image,
etiquettes, CV, Friends/Peers?
 CV writing
• CV – an opportunity for you to brand yourself to
your potential employer …why are you SO
GOOD…why should they take you?
• A good CV: stands out, draws attention to your
relevant skills, experience, achievements,
potential, personal objective/goal as a
professional
 Do’s & Dont’s
DO’s DONT’S
Use standard font size in black ink Do it in a rush
Include recent & relevant work experience LIE
Be consistent in your layout Leave gaps in employment
List your skills & Achievements & back up Include irrelevant personal details e.g.
with evidence height…eye/skin colour
Keep it short Don’t just list duties, DESCRIBE
Use positive action words..achieved Use flashy or large fonts
Include statement about your career
aspirations
Be HONEST but POSITIVE
Proof read the CV
Give someone else to check
Number the pages
No GRAPHICS
Include full name on every page
 CVS
• Types: Chronological, Skills, Mix of the two
• Possible contents of a CV + structure
Personal details
Personal profile/career objective
Other headings e.g. achievements
Educations &qualifications
Work experience
Skills profile
Interests/extra-curricular activities
Referees
NB - avoid unnecessary details e.g gender, number of
children, date of birth, photos – unless organization demands
- Always align your CV to the application you’re making –
highlighting your strengths…in regard to the organization
 Cover letter
• Cover letter – SHOULD ALWAYS accompany your CV
• Highlights your key skills & suitability for the job
• It is targeted to the job you are applying
• Complements & develops the information in the CV…
not just repeating what is there
• Types:
• Responsive: applying for a specific vacancy
• Speculative: When you anticipate an organization may
need your skills…or you see you are capable
• Format: 3 prghs – opening, middle & closing
(influenced by type…responsive is specific…
speculative…general)
 Interviews
• Interview: A meeting with an objective…to hire
• Employers assesses:
• Can you do the job…Skills, abilities & qualifications
• Will you do the job…Interest, attitude & motivation
• How will you fit into organization…Personality
• Preparation is KEY to SUCCESS:
• Research the potential employers
• Review the job description match it with your
experience/education
• Prepare a 1 minute script about your self
• Plan to dress appropriately – smart & decent
• BE 15 minutes or more before time
 Dressing Tips
• Men
 Wear a suit if possible – dark colors…avoid red & flowery
ties
 Belt & shoes same color
 Jewelry – only watch & wedding ring
 Hair- well groomed
 Shoes polished
• Ladies
 Wear a suit or dress
 Knee-sized or longer – not shorter
 Jewelry – minimal
 Make-up – light
 Avoid strong perfumes & scented powders
 Interview
• Starting Interview: Be punctual, Greet panel (if
possible), Maintain good eye contact & posture, be
enthusiastic & energetic, speak clearly & articulate
• Usual Ques:
– Would you please tell us about yourself?
– What is your greatest strength
– What is your greatest weakness
– Where do you see yourself in 5 years?
– Why do you want to work for our company
– What is it about the position you find most
appealing
– Why should we hire you?
 Interview
– Can you tell us of an event that challenged you?
– What most valuable criticism have you received and
what did you do?
– Tell us about a difficult person you have worked with?
– Give us an example of a project that required urgent
attention and how you went about it.
– Possible Ques for panel:
• What kind of training will I receive?
• What type of advancement opportunities are
available with your organization?
– NB: Ask question that demonstrate your knowledge
of the company
 Bad impressions…
– Poor personal appearance – dressing, posture, eye
contact etc
– Negative attitude – evasive, using excuses
– Lack of interest & enthusiasm
– Lack of preparation
– Poor language skills – monotone, monosyllable
– Poor knowledge of role you will play
– Failure to give concrete examples of skills
– Over-emphasis on money/rewards
– Lack of career plan