Download - Leadership 2
04/08/23 Ryla Seminar Ein El Sokhna Egypt
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Leadership
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Introduction
To define Leadership & its skills Mohamed Delawar
Past RI District Governor 02-03 Managing Construction
Companies
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Leaders
The General in the Army The Chairman at the company The CEO The Manager at work The Boss The Foreman
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Leadership Defined
Using influence in an organizational setting or
situation, producing effectsthat are meaningful and have
a direct impact on accomplishing challenging
goals
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Quality Of Good Leaders
Vision Integrity Courage Persistence Decisiveness Humility Optimism
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Communication
A great Leader is a master in the art of communication
Two-way communication Listening Open Door” Policy Trust & open Environment
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Appreciation
The way to develop the best in a man is by appreciation and
encouragement
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Those who have most powerfully and permanently influenced their
generation have always been the
“seers”
They have been persons who could think faster, clearer and farther ahead than those around them
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LEADERS GUIDE PEOPLE
Not
Rule Them
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Sources of PowerLegitimate PowerReward power Coercive PowerExpert PowerReferent Power
Enable managers to be Leaders & influence subordinates to achieve Goals
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Types of Leaders
Formal Leader Informal Leader
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Sources of Power
Interpersonal Sources Legitimate Reward Coercive Expert Referent
Structural Sources Resources Decision Making Information
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Trait Theory of leadership
An attempt to identify specific characteristics (physical, mental, personality) associated with leadership success. The theory relies on research that relates various traits to certain success criteria.
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“TRAITS” of effective Leaders that have been studies by Trait Researches
Intelligence Personality Supervisory Ability Physical Characteristics
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Behavioral Approaches
In the late 1940s, researchers began to explore the notion that how a person acts determines that person’s leadership effectiveness. Instead of searching for traits, these researchers examined leader behaviors and their impact on the performance and satisfaction of followers.
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Consideration & Initiating Structure
Consideration Is friendly,
approachable Do little things to make
fun to be a member of group
Give advance notice of changes
Willing to make changes
Treats group members as equals
Initiating Structure Tries ideas in the
Group Lets group members
know what expected Assign workers to
tasks Schedules work to
be done Maintain standards
of performance
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Why Trait & Behavior Approaches Fall
Short Trait approaches consider personal
characteristics of the leader that may be important in achieving success in a leadership role.
Behavioral approaches attempt to specify which kinds of leader behaviors are necessary for effective leadership.
A shortcoming of both of these approaches is that they fail to take into account the interaction between people, tasks and environment.
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Attribution Theory Of Leadership
According to attribution theory, in observing subordinates, a leader searches for informational cues as to “WHY” something is happening and then attempts to construct casual explanations that guide her/his leadership behavior.
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Transactional &
Transformational Leadership
Transactional Leadership
The leader helps the follower identify what must be done to accomplish the desired results:
Better quality More sales or
Services Reduced Cost of
Production
Transformational Leadership
By expressing a vision the transformational leader persuades followers to work hard to achieve the goals envisioned. The leader’s vision provides the follower with motivation for hard work that is self-rewarding (internal)
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Factors that Describe Transformational Leaders
Intellectual Stimulation Individual Attention Management by Exception Contingent Reward Charisma
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What makes a Leader?
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Emotional Intelligence
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The five Components Of Emotional
intelligence at work
Self Awareness Self-Regulation Motivation Empathy Social Skill
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Self Awareness
Definition: The ability to recognize and understand your
moods, emotions and drives as well as their effect on others.
Hallmarks: Self-Confidence Realistic self -assessment Self-deprecating sense of humor
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Self-Regulation
Definition: The ability to control or redirect
disruptive impulses and moodsThe propensity to suspend judgment- to think before acting
Hallmarks: Trustworthiness and integrity Comfort with ambiguity Openness to change
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Motivation
Definition: A passion to work for reasons that go
beyond money or statusA propensity to pursue goals with energy and persistence
Hallmarks: Strong drive to achieve Optimism even in the face of failure Organizational commitment
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Empathy
Definition: The ability to understand the emotional
makeup of other peopleSkill in treating people according to their emotional reaction
Hallmarks: Expertise in building and retaining talent Cross-cultural relations Service to clients and customers
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Social Skills
Definition: Proficiency in managing relationships and
building networksAn ability to find common ground and build rapport
Hallmarks: Effectiveness in leading change Persuasiveness Expertise in building and leading teams
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Debate Team 1
Managers can be trained to be effective Leaders
Team 2 Managers either have what it takes
to be an effective leader or they don’t. If they don’t, they can’t be trained to be effective Leaders.
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How ready are you to assume the Leadership role?
1. It is enjoyable having people count on me for ideas and suggestions.
2. It would be more accurate to say that I have inspired other people.
3. It’s good to ask people provocative questions about their job.
4. I like to cheer people up even when my spirits are down.
5. It is easy for me to compliment others.
1- Strongly Disagree
2-Disagree
3-Neither agree or disagree
4-Agree
5-Strongly agree
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How ready are you to assume the Leadership role?
6. What my team accomplishes is more important than my personal glory.
7. Many people initiate my ideas.
8. Building team spirit is important to me.
9. I would enjoy coaching other members of the team.
10. It is important to meet to recognize others for their accomplishments.
11. I would enjoy entertaining visitors to my firm even if it interfered with my completing a report.
12. It would be fun for me to represent my team at gatherings outside our department
1- Strongly Disagree
2-Disagree
3-Neither agree or disagree
4-Agree
5-Strongly agree
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How ready are you to assume the Leadership role?
13. The problems of my team mates are my problems too.
14. Resolving conflict is an activity I enjoy.
15. I would cooperate with another unit in the organization even if I disagreed with the position taken by its members.
16. I am an idea generator on the job.
17. It is fun for me to bargain whenever I have the opportunity.
18. Team members listen to me when I speak.
19. People have asked me to assume the Leadership of an activity several times in my life.
1- Strongly Disagree
2-Disagree
3-Neither agree or disagree
4-Agree
5-Strongly agree
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How ready are you to assume the Leadership role?
20. I have always been a convincing person.
Norms for Interpreting the Total Score:n 90-100 High readiness for the Leadership Rolen 60-89 Moderate readiness for leadership Rolen 40-59 Some uneasiness with Leadership Rolen 39 or Less Low readiness for the Leadership
Role
1- Strongly Disagree
2-Disagree
3-Neither agree or disagree
4-Agree
5-Strongly agree