leadership training (wistron)

7/24/2019 Leadership Training (Wistron)

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PROVIDINGPROVIDING

EFFECTIVEEFFECTIVELEADERSHIPLEADERSHIP


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LEADERSHIPis the ability of an individual to INFLUENCE,

MOTIVATE and ENABLE OTE!" to#ont$ibute to%a$d the effe#tiveness and

su##ess of the o$&ani'ations of %hi#h they

a$e (e(be$s)


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UnderstandinUnderstanding Leadershipg Leadership


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Leadership is the art of gettingsomeone else to do something

you want done, because he wantsto do it.

-DwightEisenhower


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Leadership

Ability to influen#e othe$s to a#t in a*a$ti#ula$ %ay+

Th$ou&h di$e#tion, en#ou$a&e(ent,sensitivity, #onside$ation and su**o$t, you

ins*i$e you$ follo%e$s to a##e*t #hallen&esand a#hieve &oals that (ay be vie%ed asdiffi#ult to a#hieve+


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LeadershipLeadership

ou see and &et the best out of othe$s-hel*in&

the( develo* a sense of *e$sonal and

*$ofessional a##o(*lish(ent+

Bein& a leade$ (eans buildin& #o((it(ent to

&oal attain(ent a(on& those bein& led, as %ell

as a st$on& desi$e fo$ the( to #ontinue follo%in&.


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Are Yo A Leader !e"ase

Yo#re a Sper$isor% Those %ho su*e$vise othe$s a$e a**ointed by

the o$&ani'ation+

They have le&iti(ate *o%e$ that allo%s the( to$e%a$d o$ *unish thei$ e(*loyees+

Thei$ ability to influen#e e(*loyees is based onthe fo$(al autho$ity inhe$ent in thei$ *ositions.


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Are Yo a Leader !e"ase

Yo#re a Sper$isor% In #ont$ast, leade$s (ay eithe$ be

a**ointed o$ e(e$&e f$o( %ithin a &$ou*+

Leade$s #an influen#e othe$s to *e$fo$(

beyond the a#tions di#tated by fo$(al

autho$ity


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&hat are the&hat are the

Traits o'Traits o'S""ess'(S""ess'(

Leaders%Leaders%


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TRAITSTRAITS

Desire to

Influence Others

IntelligenceIntelligenceHonesty and

Moral Character

Self-Confidence

DRIVE

Relevant

no!ledge


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1.1. DriveDrive

refects a desire to exert a high level orefects a desire to exert a high level o

eort to complete a task;eort to complete a task; Has a strong need to achieve and excel inHas a strong need to achieve and excel in

what he or she does;what he or she does; Amitio!s" this leader demonstrates highAmitio!s" this leader demonstrates high

energ# levels in his or her endlessenerg# levels in his or her endlesspersistence in all activities;persistence in all activities;

$re%!entl# shows a willingness to take$re%!entl# shows a willingness to takeinitiative.initiative.


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&.&. Desire to 'nf!enceDesire to 'nf!ence

(thers(thers

)his desire to lead is viewed as a)his desire to lead is viewed as a

willingness to accept responsiilit#willingness to accept responsiilit#or a variet# o tasks.or a variet# o tasks.


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*.*. Honest# and +oralHonest# and +oral

,haracter,haracter

A leader also !ilds tr!stingA leader also !ilds tr!sting

relationships with those he or sherelationships with those he or she

inf!ences" # eing tr!th!l and #inf!ences" # eing tr!th!l and #

showing a high consistenc# etweenshowing a high consistenc# etween

spoken words and actions;spoken words and actions;


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.. el-,on/denceel-,on/dence

0eaders need to show sel-con/dence to0eaders need to show sel-con/dence to

convince others o the correctness o goalsconvince others o the correctness o goals

and decisions;and decisions; Emplo#ees preer to e inf!enced #Emplo#ees preer to e inf!enced #

individ!als who are ree o sel-do!t;individ!als who are ree o sel-do!t;

A s!pervisor who has strong elies isA s!pervisor who has strong elies ismore likel# to inf!ence others than onemore likel# to inf!ence others than one

who re%!entl# waes on decisions made.who re%!entl# waes on decisions made.


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2.2. 'ntelligence'ntelligence

)o s!ccess!ll# inf!ence others" one needs)o s!ccess!ll# inf!ence others" one needs

to e ale to gather" s#nthesi3e" andto e ale to gather" s#nthesi3e" and

interpret a lot o inormation;interpret a lot o inormation; He or she m!st also e ale to create aHe or she m!st also e ale to create a

vision 4a plan5" comm!nicate it in s!ch avision 4a plan5" comm!nicate it in s!ch a

wa# that others !nderstand it" solvewa# that others !nderstand it" solve

prolems" and make good decisions;prolems" and make good decisions;

+an# o these intelligence re%!irements+an# o these intelligence re%!irements

come rom ed!cation and experience.come rom ed!cation and experience.


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6.6. 7elevant7elevant

8nowledge8nowledge

An eective leader has a high degree oAn eective leader has a high degree o

relevant knowledge ao!t the departmentrelevant knowledge ao!t the departmentand the !nit9s emplo#ees;and the !nit9s emplo#ees;

)his in-depth knowledge helps the)his in-depth knowledge helps the

s!pervisor make well-inormed decisions" ass!pervisor make well-inormed decisions" aswell as !nderstand the implications thosewell as !nderstand the implications those

decisions have on others in the department.decisions have on others in the department.


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How Do :o!How Do :o!

ecome aecome a0eader


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CO"CE#T$A% "ET&ORI"'

TECH"ICA%H$MA"

RE%ATIO"S

SKILLS NEEDEDSKILLS NEEDED

BY A LEADERBY A LEADER


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)* Te"hni"a( S+i((s

Te#hni#al s/ills a$e the tools, *$o#edu$es and te#hni0ues

that a$e uni0ue to you$ s*e#iali'ed situation+

As a su*e$viso$ you need to (aste$ you$ 1ob in you$atte(*t to be vie%ed as a sou$#e of hel*-the e2*e$t+

Those in the /no%) do influen#e othe$s. If you %ant

follo%e$s to have #onfiden#e in you$ advi#e and thedi$e#tion you &ive, they3ve &ot to *e$#eive you as a

te#hni#ally #o(*etent su*e$viso$.


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,* Con"epta( S+i((s

A$e you$ (ental ability to #oo$dinate a va$iety of inte$ests and

a#tivities+

Means havin& the ability to thin/ in the abst$a#t, analy'e lots of

info$(ation, and (a/e #onne#tions bet%een the data+

"in#e an effe#tive leade$ is so(eone %ho #ould #$eate a vision, he

o$ she needs to be able to thin/ #$iti#ally and #on#e*tuali'e thin&s

as ho% they #ould be+


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Conceptual Skills..

Al%ays loo/ at the bi& *i#tu$e) and not be bo&&ed do%n

by the daily &$ind 4 details+

"ettin& lon&-te$( di$e#tions $e0ui$es one to thin/ aboutthe futu$e.


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-* Net.or+ing S+i((s

A$e you$ ability to so#iali'e and inte$a#t %ith outside$s-those not asso#iated %ith you$ unit. As a leade$, you #annot

do eve$ythin& by you$self. ou need to /no% %he$e to &et

the thin&s you$ follo%e$s need+

This (ay (ean fi&htin&) fo$ (o$e $esou$#es o$

establishin& $elationshi*s outside you$ a$ea that %ill *$ovide

so(e benefits to you$ follo%e$s+

Net%o$/in&, if you3$e (a/in& the

#onne#tion, (eans havin& &ood

*oliti#al s/ills.


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/* H0an Re(ations S+i((s

Fo#us on you$ ability to %o$/ %ith, unde$stand and(otivate those a$ound you+

!e0ui$es effe#tive #o((uni#ation of a leade$3s vision to

one3s e(*loyees and those outside one3s unit. It alsoentails listenin& to %hat they have to say+

A &ood leade$ is not a /no%-it-all, but $athe$ so(eone

%ho f$eely a##e*ts and en#ou$a&es involve(ent f$o( hiso$ he$ follo%e$s


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Human Relations Skills

A$e the *eo*le s/ills) in effe#tive su*e$vision+

Involves #oa#hin&, fa#ilitatin&, and su**o$tin& othe$sa$ound you+

It is unde$standin& oneself and bein& #onfident in

one3s abilities+ onesty in dealin& %ith othe$s and thevalues one lives by+

It3s one3s #onfiden#e in /no%in& that by hel*in& othe$ssu##eed-and lettin& the( &et the #$edit-is doin& the

$i&ht thin& fo$ the(, the o$&ani'ation and oneself+


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Human Relations Skills

If one fails as a leade$, it %ill be (ost li/ely

not be#ause of his5he$ la#/ of te#hni#al s/ills

$athe$ it3s be#ause his5he$ follo%e$s as %ellas othe$s, have lost $es*e#t fo$ hi(5he$

be#ause of his5he$ la#/ of hu(an $elations

s/ills.


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LEADERSHIPLEADERSHIP

!EHAVIORS!EHAVIORS

AND STYLESAND STYLES


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PARTICIPATIVE

CO"S$%TATIVE DEMOCRATIC

AUTOCRATIC FREE REIN

%eader(Su)ervisor

in Total Control

Employees in Control

of Those Things That

Affet Them

S$#ERVISOR* %EADERSHI# +EHAVIORSS$#ERVISOR* %EADERSHI# +EHAVIORS


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A*A* Tas+1Centered !eha$iorTas+1Centered !eha$ior

A tas/-#ente$ed leade$ has a st$on& tenden#y toe(*hasi'e the te#hni#al as*e#ts of the 1ob. is(a1o$ #on#e$n is to ensu$e that e(*loyees /no%*$e#isely %hat is e2*e#ted of the( and to *$ovidethe ne#essa$y &uidan#e fo$ &oals to be (et+

E(*loyees, as vie%ed by this leade$, a$e a (eansto an end. In o$de$ to a#hieve &oals, e(*loyeeshave to do thei$ 1obs+

6oes not lead in the #lassi# sense but si(*lyensu$es #o(*lian#e %ith stated $ules, $e&ulationsand *$odu#tion &oals.


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)ask-,entered ehavior

In (otivational te$(s, a *$odu#tion o$iented leade$f$e0uently e2hibits a Theo$y 7 o$ientation o$ anautocratic/authoritarian leadership st#le;

An auto#$ati# leade$ #an best be des#$ibed as ataskmaster.taskmaster.e leaves no doubt as to %ho3s in#ha$&e and %ho has the autho$ity and the *o%e$ inthe &$ou*. e (a/es de#isions affe#tin& the &$ou*and tells othe$s %hat to do+

Failu$e to obey o$de$s o$ &iven (andates usually$esults in ne&ative $einfo$#e(ent at the hands of anautho$ita$ian leade$


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. =eople-,entered ehavior

A *eo*le-#ente$ed leade$ e(*hasi'es

inte$*e$sonal $elations %ith those he o$ she leads+

Ta/es a *e$sonal inte$est in the needs of his o$he$ e(*loyees and is #on#e$ned about thei$

%elfa$e+

Inte$a#tions bet%een this leade$ and his o$ he$

e(*loyees a$e #ha$a#te$i'ed as t$ustin&, f$iendlyand su**o$tive+


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=eople-,entered ehavior>

A *eo*le-#ente$ed leade$ is ve$y sensitive

to the #on#e$ns and feelin&s of e(*loyees+

F$o( a (otivational *oint of vie%, *eo*le-#ente$ed leade$s e2hibit Theo$y

o$ientation. As a $esult this ty*e of

individuals often e2hibit a *a$ti#i*ative 8o$

de(o#$ati#9 leade$shi* style.


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=eople-,entered ehavior>.

In a *a$ti#i*ative leade$shi* style, the leade$a#tively see/s in*ut f$o(

follo%e$s fo$ (any of the a#tivities of theo$&ani'ation+

Enti$e &$ou* *a$ti#i*ates in establishin& *lans,solvin& *$oble(s, and (a/in& de#isions %hi#h a$enot done solely by the su*e$viso$+

The only 0uestion %hi#h $e(ains is %ho has thefinal say. :a$ti#i*ative Leade$shi* #an be vie%ed int%o *e$s*e#tives;


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=eople-,entered ehavior>

,ons!ltative-=articipative leadership;the leade$ see/s in*ut and hea$s the issues

and #on#e$ns of follo%e$s but (a/es the

final de#ision hi(5he$self+ Democratic-=articipative leadership;

the leade$ (ay allo% the follo%e$s to have a

say in %hat3s de#ided. The &$ou* isinvolved in de#ision-(a/in&.


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=eople-,entered ehavior>.

$ree 7ein or 0aisse3-$aire -Leade$ &ives e(*loyeestotal autono(y to (a/e the de#isions that %ill affe#tthe(+

Afte$ the leade$ establishes ove$all ob1e#tives and

&ene$al &uidelines, e(*loyees a$e f$ee to establishthei$ o%n *lans fo$ a#hievin& thei$ &oals+

This is not (eant to i(*ly that the$e is a la#/ of

leade$shi*, $athe$, it si(*ly (eans that

the leade$ is $e(oved f$o( the day-to-daya#tivities of the e(*loyees- but is al%ays

available to deal %ith the e2#e*tions.


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EFFECT!ELE"#E$%&'


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it!ational 0eadership

A (odel of leade$shi* *$o*osed by :aule$sey and


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Situational Leadership

!eadiness $efle#ts ho% able and %illin& an

e(*loyee is to do the 1ob.

=iven an e(*loyee3s ability and %illin&ness

to do a s*e#ifi# 1ob, a situational leade$ %ill

use one of fou$ leade$shi* styles- tellin&,sellin&, *a$ti#i*atin&, o$ dele&atin&.


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Four Stages of Follower

Readiness !>; An e(*loyee is both unable and un%illin& to

do a 1ob.

!?; An e(*loyee is unable to do the 1ob, but%ilin& to *e$fo$( the ne#essa$y tas/s.

!@; An e(*loyee is able to do the 1ob, but

un%illin& to be told by a leade$ %hat to do.

!; An e(*loyee is both able and %illin& to do

the 1ob.


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ARE YOU A !OSS OR A LEADER%

?A oss creates $EA7A leader creates ,(@$'DE@,E? ossismB reeds 7EE@)+E@) 0eadership reeds ,(@E@)

? A oss sa#s 'B A leader sa#s CEB? A oss /xes 0A+E

A leader /xes +')A8E?A oss 8@(C how

A leader H(C how? ossismB makes work D7DE7:

0eadership makes work '@)E7E)'@? A oss relies on A)H(7'):

A leader relies on ,((=E7A)'(@? A oss D7'FE A leader 0EAD.


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leadership training (wistron)

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