LEADERSHIP 101

DEFINITION OF LEADERSHIP

Leadership, according to Peter DeLisle, is the ability to

influence others, with or without authority.

All successful endeavors are the result of human effort; thus, the ability to influence

others is a derivation of

Interpersonal Communications

Conflict Management Problem solving

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

Managers:

Do things right

LEADERSHIP STYLE

▪ Your style describes HOW you lead.

▪ There are many different leadership

styles.

▪ No one style is correct for all

situations.

A Leadership Style refers to a leader’s way of providing direction,

implementing plans, and motivating people.

• Know how to use the correct

leadership style for a given situation.

• Help individuals recognize and maximize

their full potential as team members.

• Energize and engage people by helping

them create a meaningful sense of

purpose and direction in their work.

A GOOD LEADER:

Empowers others to work together and achieve

common goals through relationships, processes and

outcomes. They make it easier for people to:

• Think, understand, & communicate their thoughts

• Work with others and focus on group goals and

outcomes

• Speak up when there are challenges

• Make and carry out decisions

• Allow members to develop their own leadership

potential

• Achieve high quality results through the group’s

abilities

BUILDING A TEAM

When a team is operating well the

leader and the members:

Are clear on team goals and are committed to

them

Feel ownership for problems rather

than blaming them on others

Share ideasListen to and show respect for others

Talk more about “we” and less

about “I” and “me”

BUILDING A TEAM

Understand and use each others know-

how

Know about each other’s personal

lives

Give each other help and support

Show appreciation for help received

Recognize and deal with differences and

disagreements

Encourage development of

other team members

Are loyal to the group, its members, the leader and the

organization

LEADERSHIP STYLES

CONFLICT CYCLE

THE WAY YOU STAND OR SIT

indicates whether you are an open person, easily approachable

says whether you are friendly

tells others whether you could be a good team player

suggests that you are frank and honest

tells others what you really think of them

shows whether you are a part of the team

THE WAY YOU DRESS

• indicates whether you have conventional ideas or whether

you are a radical

• shows how neat you are

• suggests whether you will fit in with the group’s image

• makes a statement about whether or not you care enough to

find out about the committee/group/organization, its image

and its objectives

• shows indirectly whether you are confident, whether or not

you believe in yourself.

KEY ASSUMPTIONS

Because leaders manage relationships, processes and outcomes, it is important that you take time to learn about yourself so that you can best support others. For example, do you understand your:

•Natural Leadership stance

•Your innate relationship with Conflict

•Your communications strengths and challenges

•Your ability to build trust…quickly

All of these will be tested as you practice

facilitation skills and engage others.Group Awareness

Leadership

LEADERS FOCUS ON:

Setting Direction

Inspiring Commitment

Building Capacity (skills & knowledge)

GOOD LEADERS PRACTICE:

Set Direction

Share an Inspiring Vision

Balance Results, Process and Relationships

GOOD LEADERS PRACTICE:

Inspire Commitment

Practice Appropriate Maximum

Involvement

Create Pathways to Action

Facilitate Agreement

GOOD LEADERS PRACTICE:

Build Capacity

Coach Others for Success

Celebrate Accomplishment

IMPROVE LISTENING SKILLS

1) Choose to listen

2) Be an effective listener

3) Don’t interrupt unless necessary

4) Listening requires focus. You are paying attention

to the story, how it is told, use of language and

voice, body language

5) Summarize to verify mutual understanding, even

where there is disagreement

6) Don’t impose your solutions, you can ask if they

are interested.

ENCOURAGING DIALOGUE VS. CONTROLLING THE CONVERSATION

• Encourages

CONFLICT• Encourages

RESOLUTION

CONTROL DIALOGUE

SUPPORTING DIALOGUE

• Ask open ended questions that encourage broad thinking

and participation

• Use closed-ended questions for details

• Listen actively

• Be observant of body language

• Seek to understand, identify information to resolve conflict

• Offer genuine support

BIBLIOGRAPHY

Slides inspired by presentations and research from:

• “Some Thoughts on Leadership”, Don C. Bramlett, IEEE

• “What is Facilitative Leadership?” Center for the Study of Social Policy