Download - Conepts of Leadership
Basic Managerial Roles
Category Role Sample Activities
Inter-personal Figurehead Attending meetings and functions on behalf of team
Leader Encouraging employers to improve productivity
Informational Monitor Scanning environment to stay abreast or ahead of
developments
Denominator Sending memos, emails outlining new initiatives and
programmes
Decisional Spokesperson
Entrepreneur
Making presentations and discussing substantive issues
Developing new ideas for innovation
Disturbance Handler Resolving conflicts between any two team-members and
other Sections
Resource Allocator Reviewing and revising budget requests in view of
prioritized objectives
Negotiator Reaching agreement with third parties for the benefit of
the team
Concepts of Leadership
Getting people from the top to the bottom of
the organization to improve their performance
– affects everyone
Two prevalent myths:
Leaders are born, not made; leadership is a
manifestation of personality
Leadership is a manifestation of personality
Theories of Leadership
Some leaders have emerged and are believed to have some genetic traits that naturally lead them into
leadership roles. This is the Trait Theory. Crisis or important event may cause a person to rise to
the occasion, which brings out extraordinary leadership
qualities in an ordinary person. Great Events Theory. People can choose to become leaders. People can learn
leadership skills. This is the Transformational Leadership Theory. It is the most widely accepted theory today and the premise on which this guide is based.
Myths About Leadership
EVERYONE CAN BE A
LEADER
PEOPLE WHO GET TO THE
TOP ARE LEADERSLEADERS ARE BORN
NOT TRUE NOT NECESSARILY NOT TRUE
Most people do not
have the self-
knowledge or
authenticity for
leadership
You must want to be a
leader – many talented
employees don’t want
to shoulder the
responsibility. Some
want to devote more
time to their personal
needs
People who make it to
the top may have done
so by other means and
not because of true
qualities of leadership
Real leaders can be
found at every level of
the organization . focus
on their development
has become a critical
contributing factor to
organizational growth
People we describe as
leaders are essentially
the result of their
environment and
experience
“All behaviour is learned
– leadership behaviour is
no exception.
Leadership
Leaders rely on 3 main competencies: Leadership competencies – basic structures , separate leaders from bosses Core competencies – soft or interpersonal skills needed to lead effectively Professional competencies – technical competencies and acumen needed specific to your job.
LEADERSHIP
COMPETENCIES
CORE
COMPETENCIES
PROFESSIONAL
COMPETENCIES
Leadership ability
Visioning
Create and lead teams
Conflict Resolutions
Assess situations quickly
and accurately
Coach and train peers and
team-members
Implement employee
involvement strategies
Teamwork
Communication
Self-motivation and
direction
Creative problem solving
Inter-personal skills
Manage client relationship
Build appropriate
relationships
Flexibility
professionalism
Business acumen
Technical competency
Leadership Framework
BE, KNOW, DO
BE: A professional A professional possessing good character traits
KNOW: Yourself Human nature Your job Your Organization
DO: Provide Direction Implement Motivate
Achieving Effective Balance between Leadership and Management
AS A MANAGER AS A LEADER
Exercise authority over the quality of
work and the conditions under which
it is performed
Your people are your first obligation
You owe your external and internal
customers the highest quality
outputs
You must motivate the team and
contribute to a culture of
achievement
Believe in working with people to
achieve results
Radiate positive energy to influence
your team
Be focus on execution – make things
happen
Create value where it didn’t exist
before
Welcome change – prepare for the
unexpected
A Model for Effective Leadership
Effective Leaders pay attention to three areas of need for members of the team At any time, the emphasis on each may vary but all are interdependent and the leader
must watch all three:
ACHIEVE THE
TASK
DEVELOP THE
TEAM
DEVELOP THE
INDIVIDUAL
Define the task
Make the plan
Allocate work and resources
Control quality and rate of work
Check performance against plan
Maintain discipline
Build team spirit
Encourage, motivate, give a
sense of purpose
Appoint sub-leaders
Ensure communication
within group
Develop the group
Attend to personal problems
Praise individuals
Give status
Recognize and use individual
abilities
Develop the individual
Leadership and Behaviour
Research also shows that there are three underlying ways in
which leadership behaviour is demonstrated:
A focus on task(initiating activities, driving for results,
getting things done by dint of personal effort),
A focus on people (showing concern for people, aiding them
in their development. Being sensitive to interpersonal needs
and relationships)
A focus on system (coordination of activities, integration of
outputs, strategic thinking and action).
Leadership is about accelerating and sustaining performance
Performance Blocking
Blocking behaviours obstruct change, subvert vision
and hinder the achievement of goals and objectives.
They result from:
External pressures and influences. It is not a personality issue.
Frustration, uncertainty, anxiety, threat, belittlement, and lack
of power or control. Blocking behaviour is highly contagious.
Correlation with a feeling of loss of, or lack of, power and
control.
People feeling demeaned or denigrated, thwarted, unvalued
Key Remedy to Performance Blocking(FEEDBACK)
To decrease performance-blocking behaviours, get feedback from people who work closely with you about what you do, when you do it and what effect it has on others. You can't change behaviour until you know exactly what you
are doing now. You must acknowledge and accept what you are doing.
Key Remedy to Performance Blocking(FEEDBACK)
The causes of blocking behaviour may be external,
but the cures are internal. You are the person who has to do something about it.
You should be able to work out what it is that makes you
exhibit blocking behaviour and try to deal with the cause.
Getting rid of the cause is a great deal more effective
than treating the symptom.