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ERT - LEADERSHIP DEVELOPMENT

ERT - LEADERSHIP DEVELOPMENT. November, 2008 (3 rd session). Leadership Definitions. “Leadership is a relationship between those who aspire to lead and those who choose to follow”. ( Kouzes & Posner, 2002 )

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ERT - LEADERSHIP DEVELOPMENT

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  1. ERT - LEADERSHIP DEVELOPMENT November, 2008 (3rd session)

  2. Leadership Definitions • “Leadership is a relationship between those who aspire to lead and those who choose to follow”. (Kouzes & Posner, 2002) • “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal”. (Northouse, 2004) • “Leadership is the influencing process of leaders & followers to achieve organizational objectives through changes”. (Lussier & Achua, 2004)

  3. Leadership Definitions • “Leadership is the behavior of an individual… directing the activities of a group toward a shared goal”. (Hemphill & Coons, 1957) • “Leadership is the influential increment over & above mechanical compliance with the routine directives of the organization”. (D.Katz & Kahn, 1978) • “Leadership is the process of influencing the activities of an organized group toward goal achievement”. (Rauch & Behling, 1984)

  4. Leadership Definitions • “Leadership is a process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose”. (Jacobs & Jacques, 1990) • “Leadership is the ability to step outside the culture… to start evolutionary change processes that are more adaptive”. (E.H. Schein, 1992) • “Leadership is the process of making sense of what people are doing together so that people will understand and be committed”. (Drath & Balus, 1994)

  5. Leadership Definitions • “Leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished”. (Richards & Engle, 1986) • “Leadership is the ability of an individual to influence, motivate and enable others to contribute toward the effectiveness and success of the organization…”. (House et al., 1999) • “Leadership is the ability of developing & communicating a vision to a group of people that will make that vision true”. (Kenneth Valenzuela, 2007)

  6. Leadership Definitions • What’s the definition you like the most? • What’s the definition you don’t agree with? • What’s your definition?

  7. Leadership Definitions / brainstorming • “Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive & coherent. Leaders carry out this process by applying their leadership attributes: BELIEFS, VALUES, ETHICS, CHARACTER, KNOWLEDGE & SKILLS”. Comments…

  8. Leadership Definitions / brainstorming • “Respected leaders concentrate on what they are (beliefs & character), what they know(job, tasks & human nature), & what they do(implementing, motivating, & providing direction”. Comments…

  9. Process of Great Leadership • Challenge the process – First, find a process that you believe needs to be improved the most. • Inspire a shared vision – Next, share your vision in words that can be understood by your followers. • Enable others to act – Give them the tools and methods to solve the problem. • Model the way – When the process gets tough tough, get your hands dirty. A boss tells others what to do, a leader shows that it can be done. • Encourage the heart – Share the glory with your followers’ hearts, while keeping the pains within your own.

  10. Leadership / brainstorming • What is the shape of the ‘perfect’ leader, does he/she exists?Comment… • Does every manager need to be a leader? • What is the relationship between leaders & followers? • Can someone be a good leader but not a good manager? Which is better for a company?

  11. Authoritarian (Autocratic) Participative (Democratic) Leadership Styles • Delegative (Free Reign)

  12. Leadership StylesAuthoritarian (Autocratic) • This style is used when leaders tell their employees what they want to be done and how they want it accomplished, without getting the advice of the followers. • Conditions to be used: when the leader has all the info to solve the problem, short on time, employees are well motivated.

  13. Leadership StylesParticipative (Democratic) • This style is used when leaders include one or more employees in the decision making process (determining what to do & how to do it). However, the leader maintain the final decision making authority. • Conditions to be used: when the leader has part of the info and the employees have other parts, employees are knowledgeable & skillful.

  14. Leadership StylesDelegative (Free Reign) • In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. • Conditions to be used: when employees are able to analyze the situation and determine what needs to be done and how to do it. Leaders set priorities and delegate certain tasks.

  15. Leadership Styles - Forces • A good leader uses all three styles, depending on what FORCES are involved between the followers, the leader, and the situation: • How much time is available. • Are relationships based on respect & trust? • Who has the info? • How well employees are trained & how well the leader know the task. • Internal conflicts. • Stress levels. • Type of task, Is it structured, unstructured, complicated, simple? • Rules, regulations, established procedures.

  16. ERT - LEADERSHIP DEVELOPMENT December 17th, 2008 (4th session)

  17. Management Making plans & working out details. Setting up structure to achieve plans. Monitoring progress. Producing results. DOING THINGS RIGHT Leadership Developing vision for the future. Giving direction (where heading). Motivating, inspiring & energizing others to overcome barriers. Producing the necessary changes to achieve vision. DOING THE RIGHT THINGS Leadership vs Management

  18. Action Centered Leadership TASK NEEDS TEAM& INDIVIDUAL NEEDS SITUATIONAL REQUIREMENTS

  19. Action Centered Leadership / 2 • Achieve the Task – to carry out tasks competently & efficiently: • Set objectives. • Specify success criteria. • Co-ordinate effort. • Avoid duplication / omission. • Focus on importance of task. • Enable decision making.

  20. Action Centered Leadership / 3 • Build & Maintain Team – to ensure the team works well together and enjoys good atmosphere: • Avoid misunderstanding. • Give clear direction. • Build mutual trust. • Handle conflict. • Be sensitive to needs. • Encourage participation. • Generate commitment.

  21. Action Centered Leadership / 4 • Situational Requirements / Develop Individuals – to provide satisfactory & rewarding experience for individuals: • Allow opinions. • Enhance confidence. • Develop skills. • Give feedback.

  22. Situational Leadership HIGH COACHING SUPPORTING SUPPORTIVE DELEGATING DIRECTING HIGH LOW DIRECTIVE

  23. Situational Leadership / 2 HIGH HIGH SOME LOW COMPETENCE COMPETENCE COMPETENCE COMPETENCE HIGH VARIABLE LOW HIGH COMMITMENT COMMITMENT COMMITMENT COMMITMENT DEVELOPED DEVELOPING DELEGATING SUPPORTING COACHING DIRECTING Give Praise Direct Structure Responsibility Listen & Support Control Supervision

  24. Situational Leadership Plan • Agree Goals • Agree Development Level • Match & Agree Leadership Style • Deliver Leadership Style

  25. Situational Leadership Plan / 2 • Agree Goals: • Area of responsibility / task. • Standards of performance. • Measures of performance.

  26. Situational Leadership Plan / 3 • Agree Development Level: • Current level of competence. • Current level of commitment.

  27. Situational Leadership Plan / 4 • Match & Agree Leadership Style: • Directing • Coaching • Supporting • Delegating

  28. Situational Leadership Plan / 5 • Deliver Leadership Style: Progress Made? Temporary Setback? More Support More Support or Less Direction More Direction Directing Coaching Delegating Supporting To To To To Coaching Supporting Supporting Coaching Less Support Less Support Supporting to Delegating Coaching to Directing SET NEW GOALS SET NEW GOALS

  29. Honest (87%) Competent (74%) Forward Looking (67%) Inspiring (61%) Intelligent (46%) Fair minded (42%) Broad minded (38%) Courageous (35%) Straightforward (33%) Imaginative (32%) Dependable (31%) *source: Best Practice Magazine What People Expect from Their Leaders*

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