LEADERSHIP

LEADERSHIP
 OBJETIVES

To clearly define what leading is to the

learners

To identity different types of leaders

To comprehensively discuss what four

temperament all about.
 Leader vs Manager
Leader n, 1. A person who is followed by
others.

Manager n, 1. A person controlling or

administering a business or a part of a
business. 2. A person regarded in
terms of skill in household or financial or
other management.
 Leadership
• Leadership is the
ability to develop a
vision that motivates
others to move with a
passion toward a
common goal
 Management
• Management is the ability to
organize resources and
coordinate the execution of
tasks necessary to reach a
goal in a timely and cost
effective manner
 Leadership vs Management
• Management seeks stability &
predictability
– (order)

• Leadership seeks improvement through

change
– (disorder)
 Leader vs Manager
Leaders:
Do the right thing

Manager:
Do things right
Leadership & Management Skills
Leadership – soft skills
• Communications
• Motivation
• Stress Management
• Team Building
• Change Management
Management – hard skills
• Scheduling
• Staffing
• Activity Analysis
• Project Controls
Leadership Strategies
Leadership Styles
 4 TYPES OF
TEMPARAMENT
 CHOLERIC
•  (short-tempered, fast, and irritable)
• Someone with a pure choleric temperament is
usually a goal-oriented person.
• Choleric people are very savvy, analytical, and
logical. Extremely practical and straightforward,
they aren’t necessarily good companions or
particularly friendly.
• They dislike small talks and enjoy deep and
meaningful conversations. They would rather be
alone than in the company of shallow, superficial
people.
• Ideally, they want to spend time with people who
have similar professional interests.
 SANGUINE
•  (enthusiastic, active, and social)
• People with a sanguine personality type tend to be lively,
optimistic, buoyant, and carefree. They love adventure and
have high risk tolerance.
• Sanguine people are typically poor at tolerating boredom and
will seek variety and entertainment. Naturally, this trait can
sometimes negatively affect their romantic and other
relationships.
• Because this temperament is prone to pleasure-seeking
behaviors, many people with sanguine personalities are likely
to struggle with addictions. Their constant cravings can lead
to overeating and weight problems.
• Sanguine people are very creative and can become great
artists. Moreover, they are fantastic entertainers and will do
well if they choose careers in the entertainment industry.
 PHLEGMATIC
•  (relaxed and peaceful)
• They seek interpersonal harmony and close
relationships, which makes phlegmatic people
loyal spouses and loving parents. They make
it a point to preserve their relationships with
old friends, distant family members, and
neighbors.
• People with phlegmatic temperaments tend to
avoid conflict and always try to mediate
between others to restore peace and harmony.
 MELANCHOLIC
• (analytical, wise, and quiet)
• People with melancholic personalities love traditions.
Women cook for men; men open doors for women.
• They love their families and friends and, unlike sanguine
people, they do not look for novelty and adventure. Even
more so, they avoid it as much as they can.
• Someone with a melancholic temperament is unlikely to
marry a foreigner or leave their homeland for another
country.
• very social and seek to contribute to the community.
Being extremely thorough and accurate, they are
fantastic managers with good personalities.
10 TYPES OF
LEADERS
 AUTOCRATIC
• Also called the authoritarian style of
leadership, this type of leader is
someone who is focused almost entirely
on results and efficiency. They often
make decisions alone or with a small,
trusted group and expect employees to
do exactly what they’re asked. It can be
helpful to think of these types of leaders
as military commanders.
 Laissez-faire or hands-off
Leadership
• This leadership style is the opposite
of the autocratic leadership type,
focusing mostly on delegating many
tasks to team members and providing
little to no supervision. Because a
laissez-faire leader does not spend
their time intensely managing
employees, they often have more time
to dedicate to other projects.
 Servant Leadership
• Servant leaders live by a people-first
mindset and believe that when team
members feel personally and
professionally fulfilled, they’re more
effective and more likely to produce
great work regularly. Because of their
emphasis on employee satisfaction
and collaboration, they tend to
achieve higher levels of respect.
 Democratic Leadership
• (also called the participative style) is a
combination of the autocratic and laissez-faire
types of leaders. A democratic leader is
someone who asks for input and considers
feedback from their team before making a
decision. Because team members feel their voice
is heard and their contributions matter, a
democratic leadership style is often credited with
fostering higher levels of employee engagement
and workplace satisfaction.
 Transformational Leadership
• it focuses on clear communication,
goal-setting and employee
motivation. However, instead of
placing the majority of the energy
into each employee’s individual
goals, the transformational leader is
driven by a commitment to
organization objectives.
Transactional Leadership
• is someone who is laser-focused on
performance, similar to a pacesetter. Under
this leadership style, the manager establishes
predetermined incentives—usually in the form
of monetary reward for success and
disciplinary action for failure. transactional
leaders are also focused on mentorship,
instruction and training to achieve goals and
enjoy the rewards.
 Bureaucratic Leadership
• are similar to autocratic leaders in that they
expect their team members to follow the rules
and procedures precisely as written.

• The bureaucratic leadership style focuses on

fixed duties within a hierarchy where each
employee has a set list of responsibilities, and
there is little need for collaboration and
creativity. This leadership style is most
effective in highly regulated industries or
departments, such as finance, healthcare or
government.
 Charismatic leadership
• is usually considered less favorable,
largely because the success of projects
and initiatives is closely linked to the
presence of the leader.

• The charismatic leadership style relies

on the charm and persuasiveness of the
leader. Charismatic leaders are driven
by their convictions and commitment to
their cause.
 Situational Leadership
• Situational Leadership® is an adaptive leadership
style.
• leadership style that has been developed and studied
by Kenneth Blanchard and Paul Hersey. Situational
leadership refers to when the leader or manager of an
organization must adjust his style to fit the
development level of the followers he is trying to
influence. With situational leadership, it is up to the
leader to change his style, not the follower to adapt to
the leader’s style. In situational leadership, the style
may change continually to meet the needs of others in
the organization based on the situation.
 Strategic leadership
• Strategic leadership refers to a manager’s potential to
express a strategic vision for the organization, or a
part of the organization, and to motivate and
persuade others to acquire that vision. Strategic
leadership can also be defined as utilizing strategy in
the management of employees. It is the potential to
influence organizational members and to execute
organizational change. Strategic leaders create
organizational structure, allocate resources and
express strategic vision. Strategic leaders work in an
ambiguous environment on very difficult issues that
influence and are influenced by occasions and
organizations external to their own.
Conflict Cycle
 Conflict Management
Kenneth Thomas and Ralph Kilmann
developed a model of five (5) conflict
handling modes or styles
Thomas-Kilmann Conflict Styles
Thomas-Kilmann Conflict Styles
• Avoiding (Uncooperative and unassertive)
Neglects own concerns as well as those of
other parties: does not raise or address
conflict issues.
• Accommodating (Cooperative and
unassertive) Seeks to satisfy other person's
concerns at the expense of own.
• Competing (Uncooperative and assertive)
Opposite of accommodating. Uses whatever
seems appropriate to win.
Thomas-Kilmann Conflict Styles
• Collaborating (Cooperative and
assertive) Opposite of avoiding. Works
with other party to find a solution that
satisfies both own and other party's
concerns.
• Compromising (Middle ground) Seeks
to find a middle ground to partially
satisfy both parties.
 When to Avoid
• When an issue is trivial.
• When there is no chance of getting what you
want.
• When the potential damage of confrontation is
greater than the benefits if resolution.
• When you need to gather more information.
• When others can resolve the conflict more
effectively.
• When you need to cool down, reduce tension,
and regain perspective or composure.
 When to Accommodate
• When you realize you are wrong.
• When the issue is much more important
to the other person than you.
• When you need a future favor (credit).
• When continuing the competition would
damage the cause.
• When subordinates need to develop - to
learn from our mistakes.
 When to Compete
• When quick, decisive action is
necessary.
• On important issues for which
unpopular courses of action need
implementing.
• On issues vital to the group welfare,
when you know you are right.
• When protection is needed against
people who take advantage of
noncompetitive behavior.
 When to Collaborate
• When both sets of concerns are too
important to be compromised.
• When it is necessary to test your
assumptions or better to understand the
viewpoint of the other party.
• When there is a need to combine ideas from
people with different perspectives.
• When commitment can be increased by
incorporating the concerns of everyone into
the proposal.
• When there is a history of bad feeling.
 When to Compromise
• When goals are important but not worth the
effort of potential disruption from more
aggressive players.
• When two opponents with equal power are
strongly committed to mutually exclusive
goals.
• When temporary settlements are needed on
complex issues.
• When expedient solutions are needed under
time pressures.
• As back-up when collaboration or
competition fail.
Negative Consequences of Competing
• Eventually being surrounded by "yes
people."
• Fear of admitting error, ignorance, or
uncertainty.
• Reduced communication.
• Damaged relationships.
• Lack of commitment from others.
• More effort during implementation to
sell the solution.
 Negative Consequences of
Collaborating
• Too much time spent on insignificant
issues.
• Ineffective decisions can be made by
people with limited knowledge of the
situation.
• Unfounded assumptions about trust.
 Negative Consequences of
Compromising
• No one is completely satisfied.
• Solutions tend to be short-lived.
• Cynical climate: perception by both
parties that it is a "sellout."
• Larger issues, principles, long-term
values and the welfare of the company
can be lost by focusing on trivia or the
practicality of implementation.
Negative Consequences of Avoiding
• Decisions made by default.
• Unresolved issues.
• Self-doubt created through lack of
esteem.
• Creative input lost.
• Lack of credibility.
• Anger and hostility generated in
subsequent discussions.
 Negative Consequences of
Accommodating
• Decreased influence, respect, or
recognition by too much deference.
• Laxity in discipline.
• Frustration as own needs are not met.
• Self-esteem undermined.
• Best solution may be lost.
 Conflict Control
• Use avoidance to ignore the issue.
• Use accommodating style to allow the
other person to resolve the issue.
• Structure the interaction so that a
triggering event is unlikely to occur.
• Strengthen the barriers that inhibit the
expression of conflict.
• Avoid dealing with the person with
whom you are in conflict.
Steps for Confronting Conflict
• Explain the situation as you see it.
• Describe how it is affecting your performance
or the performance of others.
• Ask for the other viewpoint to be explained,
and listen to the response.
• Agree on the issues independent of
personalities.
• Explore and discuss the issues, without
reference to the problem.
Steps for Confronting Conflict
• Agree on what each person will do to
resolve the issues.
• Try to agree on the problem. If there is
no agreement, discuss issues some
more.
• Explore possible solutions.
• Agree on what each person will do to
solve the problem.
 Problem Solving & Decision
Making
A number of formal, structural problem
solving and decision making
techniques are taught in organizational
management courses. Examples:
• Kepner-Tregoe (KT) Technique
• Alamo Technique
• Cause Mapping
• etc
 Brainstorming Process
• Everyone must be involved
• Call out ideas to scribe
• Build on ideas
• No idea is too trivial or silly
• There is no criticism nor judgment on any
idea
• Get as many ideas as possible in the time
• Objective: solve problems and enjoy doing it
 Objectives of Brainstorming
• Identify the issues rapidly
• Reach consensus on the most
important issues rapidly
• Determine possible solutions to issues
• Select the most promising action to
solve the problem
• Agree on who does what
• Get a commitment
• Sell the process
 Synergistic Decision Making
Based on the premise that when people
are supportive of one another and
follow a rational sequence of activities
in dealing with a problem, they can
perform beyond the sum of their
individual resources.

Synergistic decision making requires

participation in effective interpersonal
and rational processes.
 Synergistic Decision Making
Interpersonal Processes – involves skills
we use when working with others.
• Listening to others
• Supporting their efforts to do well
• Differing with others when necessary in
a manner that is constructive rather
than defensive
• Participating equally in group
discussions
 Synergistic Decision Making
Rational Processes – involves the skills we
use in thinking a problem through to a
solution.
• Analyzing the situation
• Identifying objectives (ie., aims or goals)
• Considering alternative strategies
• Discussing adverse consequences
 Synergistic Decision Making
Reaching a consensus is the hallmark of
“acceptance” in the effective decision
equation:

Effective Decision = Quality X Acceptance

Lack of agreement regarding a decision

places acceptance of the decision and its
execution in jeopardy.