LEADERSHIP AND TRAINING

Lesson 2
What is Leadership
Leadership is defined as the “ability to
influence others towards desired goals. It also
means “doing the right things

It is a call for everyone……

It is the process of influencing the activities of a
person or a group to achieve a goal in a given
situation.
“ Any attempt to influence the behavior of
another individual or groups” according to
Paul Hersey.

“Actual change in bevavior is needed for

successful leadership” according to
Bernard Bass.
SERVANT LEADERSHIP The following are ten
characteristic of a servant leader:
1. ONE WHO LISTENS – Communication and
decision-making skills of a leader are enhanced
by listening deeply to other.
2. ONE WHO CAN EMPATHIZE – People need to
be accepted and recognized for special and
unique spirits. Thus, servant leaders strive to
understand and empathize with those they serve.
3. ONE WHO HEALS – Servant leaders need to
recognize that they have an opportunity to help
make whole “the broken spirits of those with they
come contact with.

4. ONE WHO IS AWARE – General Awareness

(particularly self- awareness) is essential. It aids
understanding issues of ethics and values.
5. ONE WHO CAN PERSUADE – Servant leaders
use persuasion rather than positional authority in
making decision within an organization.
Convincing, rather coercing others, is the goal.

6. ONE WHO CAN CONCEPTUALIZE – Servant

leaders nurture the ability to “dream great
dreams” and are able to think beyond day-to-day
realities in problem solving.
7. ONE WHO HAS FORESIGHT - Foresight
is a quality rooted in an intuitive mind.
Servant leaders understand the lessons of
the past, the realities of the present, and the
likely consequences of decisions for the
future.
8. ONE WHO CAN BE STEWARD – Servant leaders
hold institutions in trust the greater glory of society.

9. ONE WHO IS COMMITTED TO THE GROWTH OF

PEOPLE – Servant leaders nurture the personal,
professional and spiritual growth of those around them.

10.ONE WHO CAN BUILD COMMUNITIES – Servant

leaders recognize the importance of community
especially large institution, and strive to help foster
community development.
BRANDON SAWYER formulates these 10 commandments of Servant
Leadership:

• 1. Thou shall not plug thy ears.

Which means communication and
decisionmaking may come from
suggestions and participation not by your
instinct alone.
2. Thou shall not condescend. Means you
should accept and acknowledge the other’s
unique individuality they have the right to be
accepted or treated as people.
3. Thou shall not deny treatment. You should treat
colleagues fairly and justly after all they are also part of
the organization.

4. Thou shall not force compliance. Big decisions are

most effective when you persuade others to believe in
your position and consensus within the group.
• 5. Thou shall not avert thy eyes. General
awareness, especially self- awareness,
strengthens your ethical understanding
enabling you to deal with complex issues more
effectively.
• 6. Thou shall not be shortsighted. You must
consider the past situation for it will help you
see the bright side of things and eventually will
help you see the consequence in the future
7. Thou shall not be thick. Nurture your ability to
dream great dreams, thinking beyond day-to-day
management realities.

8. Thou shall not thwart humanity. Be committed

to the true value of people beyond their tangible
contribution as workers.
• 9. Thou shall not plunder. Remember that you
hold your institution in trust for the greater good
of society, and along with everyone else; you
are a steward of the organization.

• 10.Thou shall not divide and conquer. Develop

a greater sense of community among all
members of the organizations.
 TEAMWORK
• Teamwork – work done by several
associates with each doing a part but all
subordinating personal prominence to the
efficiency of the whole group/team to
achieve the common goal.
 CHARACTERISTICS OF AN
EFFECTIVE TEAM

• 1. Clear purpose - The vision, mission, goal

or task of the team has been defined and is
now accepted by everyone. There is an action
plan.
• 2. Informality - The climate tends to be
informal comfortable, and relaxed. There are
no obvious tensions or signs of boredom.
• 3. Participation - There is much discussion and
everyone is encouraged to participate.
• 4. Listening -The members use effective listening
techniques such as questioning, paraphrasing, and
summarizing to get out ideas.
• 5. Civilized disagreement - There is disagreement,
but the team is comfortable with this and shows no
signs of avoiding, smoothing over, or suppressing
conflict.
• 6. Consensus decisions - For important decisions,
the goal is substantial but not necessarily unanimous
agreement through open discussion of everyone’s
ideas, avoidance of formal voting, or easy
compromises.
• 7. Open communication - Team members feel free to express
their feelings on the tasks as well as on the group’s operation.
There are few hidden agendas. Communication takes place
outside of meetings.
• 8. Clear roles and work - There are clear expectations about
the roles played by each team member. When action is taken,
clear assignments are made, accepted and carried out. Work is
fairly distributed among team members.
• 9. Shared leadership assignments - While the team has a
formal leader, leadership functions shift from time to time
depending on the circumstances, the needs of the group, and
the skills of the members.
• 10. External relations - The team spends time developing key
outside relationships, mobilizing resources, and building
credibility with important players in other parts of the
organization.
11. Style diversity - The team has a broad
spectrum of team-player types including
members who emphasize attention to tasks,
goal setting, focus on process, and
questions about how each team is
functioning.
12. Self-assessment - Periodically, the
team stops to examine how well it is
functioning and what may be interfering with
its effectiveness.
 EFFECTIVE TEAMWORK THROUGH
COOPERATION, TRUST, AND
COHESIVENESS
• Cooperation
Individuals are said to be cooperating when their efforts are
systematically integrated to achieve a collective objective. (The
greater the integration, the greater the degree of cooperation.)
Cooperation can be encouraged by reward systems that
reinforce teamwork along with individual achievement.
Cooperation can be encouraged by literally tearing down walls,
or not building them in the first place.
Cooperation diminished as the health care became larger.
Managers need to restrict the size of work teams if they desire
to facilitate cooperation.
• Trust
Trust is defined as reciprocal faith in others’
intentions and behaviors. Trust involves a
“cognitive leap beyond the expectations
that reason and experience alone would
warrant.”
HOW TO BUILD TRUST
• 1. Communication. Keep team members and employees
informed by explaining policies and decisions and providing
accurate feedback. Be candid about one’s own problems.
• 2. Support. Be available and approachable. Provide help, advice,
coaching, and support for team members’ ideas.
• 3. Respect. Delegation, in the form of real decision-making
authority, is the most important expression of managerial respect.
Actively listening to the ideas of others is a close second.
(Empowerment is not possible without trust.)
• 4. Fairness. Be quick to give credit and recognition to those who
deserve it. Make sure all performance appraisals and evaluations
are objective and impartial.
• 5. Predictability. Be consistent and predictable in your daily
affairs. Keep both expressed and implied promises.
• 6. Competence. Enhance your credibility by demonstrating good
business sense, technical ability and professionalism.
• Cohesiveness
Cohesiveness is a process whereby “a sense of ‘we-ness’
emerges to transcend individual differences and motives.
Members of a cohesive group stick together and are reluctant
to leave the group because of the following reasons: 1) they
enjoy each other’s company or 2) they need each other to
accomplish a common goal.

• Team building
Team building is a catch all term for a whole host of techniques
aimed at improving the internal functioning of work groups.
Team building workshops strive for greater cooperation, better
communication, and less dysfunctional conflicts. Experiential
learning techniques such as interpersonal trust exercises,
conflict-handling role-play sessions, and interactive games are
utilized.
EIGHT ATTRIBUTES OF HIGHT PERFOMANCE TEAMS

1. Participative leadership. Creating interdependence

by empowering, freeing up, and serving others.
2. Shared responsibility. Establishing an environment
in which all team members feel as responsible as the
manager for the performance of the work unit.
3. Aligned on purpose. Having a sense of common
purpose about why team exists and the function it
serves.
4. High communication. Creating a climate of trust and
open, honest communication.
5. Future focused. Seeing change as an opportunity for
growth.
6. Focused on task. Keeping meetings focused on
results.
7. Creative talents. Applying individual talents and
creativity
8. Rapid response. Identifying and acting on
opportunities. The eight attributes effectively combine
many of today’s most progressive ideas on
management, among them being participation,
empowerment, service ethics, individual responsibility
and development, self-management, trust, active
listening and envisioning.