Leadership

Leadership

• Getting people to do things willingly• Providing inspiration• Persuasion and compulsion – making

people do things they might not otherwise have done

• Use of authority in decision making

Effective Leadership Qualities

• Cooperation• Drive• Decisiveness• Dependability• Energy• Emotional stability• Emotional stability

• Foresight• Fairness• Human relations skill• Initiative• Integrity• Judgement• Objectivity

Leadership Styles• Coercive – demands compliance• Authoritative – mobilises people • Affiliative – creates harmony• Democratic – builds consensus • Pacesetting – sets high standards• Coaching – develops people for the future

S3 (High Relationship, Low Task)Share ideasand facilitatedecision-Making

( High Task, High Relationship) S2Explain decisions

and provide opportunity for

Clarification

Turn over responsibilityFor decisions and

implementation

S4 (Low Relationship, Low Task)

Provide specificinstructions andclosely supervise performance

(High Task, Low Relationship )S1

Low Task Behaviour High

Situational LeadershipR

elat

ions

hip

Beh

avio

ur

Low

High

Delegating Telling

SellingParticipating

Stages in Team Development

• Forming

• Storming

• Norming

• Performing

• Adjourning

Forming (testing)• Confusion/uncertainty - why are we here?• Assessing situation• Polite, impersonal, guarded, anxious, silence• Feeling out others• Testing ground rules• Defining goals• Getting acquainted• Concerned for structure• Establishing rules• Dependent on leader

Storming (in-fighting)

• Disagreement over priorities

• Struggle for leadership• Tension• Hostility • Confronting people• Conflicts

• Sub-grouping• Clique formation• Opting-out• Feeling stuck• Rebellion• Noisy

Norming (getting organised)

• Consensus• Leadership accepted• Trust established • New stable roles

emerge• Confronting issues• Cooperation

• Standards set• Procedures/norms

develop• Developing skills• Feedback• Group cohesion

Performing (mature rapport)

• Openness• Supporting• Flexible task roles• Interdependence• Successful performance

Adjourning

• Disengagement• Anxiety about separation and ending• Positive feeling towards leader• Sadness• Self evaluation

Characteristics of Effective Teamwork

• Clear objectives which members are committed to• Leadership is not always with the Chairman but

shared as appropriate• Ideas are expressed openly and honestly• Conflict is not avoided but brought into the open

and deal with constructively• Members participate and listen to each other• Members support and trust each other• The group examines its own progress and

behaviour

Assertiveness – v - AggressionAssertiveness

insistence on the recognition of one’s claims

positive statement

Aggression

act of beginning quarrel or war

unprovoked attack

hostile/destructive tendency or behaviour

Assertiveness is :

saying the:-

• right thing, • in the right way, • at the right time • recognising others have rights too

Transactional Analysis

•Parent

•Adult

•Child

Three ego states:-

Transactional AnalysisThree Ego States:-

• powerful

• responsible

• in charge

• always right

• not subject to same rules as children

• not having to justify or explain

PARENT

Adult

• negotiating

• not bullying

• reaching a good solution

Reasonable, calm, thoughtful behaviour. Thinks clearly and effectively through difficult situations

• Not cashing in or steamrolling

• responding reasonably

Adult behaviour is assertive behaviour

Child• Free child

• behaviour unbound by any limits or protocols

• Uninhibited response• doing what we feel

like doing

• Adapted child

• constrained, learned behaviour

• responsible behaviour

• socialised behaviour

Questions &

Evaluation