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LEADERSHIP

LFS

A Leadership Story:
A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organise the labour into efficient units and monitor the distribution and use of capital assets progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.

A Leadership Story:
And shouts down to the assembled group below Wrong Way!
(Story adapted from Stephen Covey (2004) The Seven Habits of Highly Effective People Simon & Schuster).

Management is doing things right, leadership is doing the right things


(Warren Bennis and Peter Drucker)

Types of Leadership Style

Types of Leadership
Autocratic:
Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff May be valuable in some types of business where decisions need to be made quickly and decisively

Types of Leadership
Democratic: Encourages decision making from different perspectives leadership may be emphasised throughout the organisation
Consultative: process of consultation before decisions are taken Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

Types of Leadership
Democratic:
May help motivation and involvement Workers feel ownership of the firm and its ideas Improves the sharing of ideas and experiences within the business Can delay decision making

Types of Leadership
Laissez-Faire:
Let it be the leadership responsibilities are shared by all Can be very useful in businesses where creative ideas are important Can be highly motivational, as people have control over their working life Can make coordination and decision making timeconsuming and lacking in overall direction Relies on good team work Relies on good interpersonal relations

Types of Leadership Style


Paternalistic: Leader acts as a father figure Paternalistic leader makes decision but may consult Believes in the need to support staff

People-Oriented Leader Task oriented leaders A servant leader A transaction leader A transformation leader The situation leader

THE FOUR BASIC LEADERSHIP STYLES :


Style 1: DIRECTING The leader provides specific instructions and closely supervises task accomplishment. Style 2: COACHING The leader continues to direct and closely supervise task accomplishment but also explains decisions, solicits suggestions and support progress. Style 3: SUPPORTING The leader facilitates and supports subordinates efforts towards task accomplishment and shares responsibility for decision making with them. Style 4: DELEGATTING The leader turns over responsibility for decision making and problem solving to subordinates.

Leadership Style Game Plan


One min. goal setting (Need agreement with person performing the task Area of responsibility/ goal Performance standard/ Measure

Ask

What area of responsibility do I want to influence? How will I Know the job is being done (measure)? What constitute good performance on this goal (standard)? Then Diagnose Development level (Need agreement with person performing the task) Competence Commitment

D 4 High Competence High Commitment

D 3 High Competence Variable Commitment

D 2 Some Competence Low Commitment

D1 Low Competence High Commitment

Appropriate Leadership Style (Need agreement with person performing the task

D4 D3 D2 Delegating Supporting Coaching S4 S3 S2

D1 Directing S1

Good Performance Progress Made Proceed to More Support and Less direction Directing S1 to coaching S2 Or Coaching S2 to Supporting S3 Eventually Less Support Supporting S3 to delegating S4 Proceed with SuccessSet New Goals

Then deliver the appropriate Style Poor Performance Temporary Setback Go back to More Support Delegating S4 to Supporting S3 More Direction Supporting S3 to Coaching S2 Eventually Less Support Coaching S2 to directing S1 if Necessary Return to start, review, Clarify & agree on Goals

Decision taking checklist for action


Consider Ultimate Objective Establish problems Cause & effect Consult Others likely to be affected Encourage Attendance Suggestion Listening Commit A Plan of action within time scale Take the decision Communicate Face to Face in Teams Explain, Sell the decision Check Decision is being Implemented Evaluate Understanding & acceptance

Time scale Creativity

Be committed Check Training & Enthusiastic Understanding Standards Quality Delegations Rewards Is it Achieving Objective ?

Constraint Time to think What, Why, When, Who, Where, How

The Four Agreements

1. 2. 3. 4.

Be Impeccable with your words. Dont take anything personally. Dont make assumptions. Always do your best.

30 day Improvement guide


1. Break these habits Procrastination Negative language Gossip Watching TV for a longer period Acquire these habits Plan each days work the night before Complement people at every possible opportunity Increase my value to my employer By developing subordinates Learn more about my customers Increase my value at home Appreciate your wife Do something special once each week Give one hour undivided attention each day Sharpen my mind Read professional magazine two hours a week Make four new friends Spent 30 minutes daily in quite undisturbed thinking

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THANK YOU