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Program Director of Training and Human Development at AADP Founder & Leader of SAFIR team for Training and Human Development Diploma of Psychology, Alison, 2012 Sales Management & Marketing Diploma, Cambridge International College, 2011 B. Sc. Pharmacy, Alexandria University, 2006 Neuro Linguistic Programming “NLP” Diploma, American Board of NLP Neuro Conditioning Dynamics “NCD” Diploma, Canadian Training Center Certified Trainer, Ministry of Education, Saudi Arabia Certified Professional Trainer in Thinking skills, Ibdaa’a Center, Saudi Arabia Certified International Trainer “CORT 1-6” Thinking Program, Edward Debono Certified Trainer, TRIZ “Theory of Inventive Problem solving”, XAAB, Saudi Arabia Member at “TRIZ Association of Asia” Member at The “Altshuller Institute for TRIZ Studies” Ideal Student Award, Alexandria, 1998 Hobbies: Reading - Ping Pong - Travelling- Internet
What is Leadership ?
What are the qualities of a great leader ?
Most Common Leadership Styles.
Situational Leadership.
Principle Centered Leadership ( Stephen R.Covey)
Leadership is "organizing a group of people to achieve a common goal".
The leader may or may not have any formal authority.
Leadership has been described as “a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”
Social influence is triggered by two psychological needs that lead humans to conform to the expectations of others:
Our need to be right (informational social influence)
Our need to be liked (normative social influence).
According to Forbes magazine in December, 2012 the top 10 qualities that make a great leader are :
Honesty
Ability to Delegate
High Communication Skills
Sense of Humor
Confidence
Commitment
Positive Attitude
Creativity
Intuition (Based on Experience)
Ability To Inspire
Autocratic leadership.
Bureaucratic leadership.
Charismatic leadership.
Democratic/participative leadership.
Laissez-faire leadership.
People/relations-oriented leadership.
Servant leadership.
Task-oriented leadership.
Transactional leadership.
Transformational leadership
Principle-Centered Leadership.
Autocratic leaders have a lot of power on their people.
Staff and team members have little opportunity to make suggestions.
The benefit of autocratic leadership is that it's incredibly efficient.
Decisions are made quickly, and work gets done efficiently.
Effective for some routine and unskilled jobs.
The downside is that most people resent being treated this way.
lead to high levels of absenteeism and high staff turnover.
The military often uses an autocratic leadership style; top commanders are responsible for quickly making complex decisions, which allows troops to focus their attention and energy on performing their allotted tasks and missions.
Bureaucratic leaders work "by the book." They follow rules rigorously, and ensure that their people follow procedures precisely.
It’s appropriate for :
doing routine tasks (such as manufacturing)
work involving serious safety risks (such as working with machinery, with toxic substances, or at dangerous heights).
The downside of this leadership style is that
It's ineffective in teams and organizations that rely on flexibility, creativity, or innovation.
Bureaucratic leaders achieve their position because of their ability to conform to and uphold rules, not because of their qualifications or expertise.
Leaders inspire enthusiasm in their teams and they are energetic in motivating others to move forward.
This ability to create excitement and commitment is an enormous benefit.
The downside to charismatic leaders is that they can believe more in themselves than in their teams.
This can create the risk that a project or even an entire organization might collapse if the leader leaves.
They might believe that they can do no wrong, even when others are warning them about the path they’re on; and this feeling of invincibility can ruin a team or an organization.
In the followers' eyes, success is directly connected to the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and it needs a long-term commitment from the leader.
Democratic leaders make the final decisions, but they include team members in the decision-making process.
There are many benefits of democratic leadership. They encourage creativity, and team members are often highly engaged in
projects and decisions, also help develop people's skills. Team members tend to have high job satisfaction and are productive because
they're more involved in decisions. Team members feel in control of their destiny, so they're motivated to work
hard by more than just a financial reward.
The downside of democratic leadership is that: It can often hinder situations where speed or efficiency is essential.
The approach can be most suitable and essential when working as a team, and when quality is more important than efficiency or productivity.
This French phrase means "leave it be," and it describes leaders who allow their people to work on their own.
Laissez-faire leaders may give their teams complete freedom to do their work and set their own deadlines. They provide team support with resources and advice, if needed, but otherwise don't get involved.
It’s effective if the leader monitors performance and gives feedback to team members regularly and when individual team members are experienced, skilled, self-starters.
The main benefit this style is that giving team members so much autonomy can lead to high job satisfaction and increased productivity.
The downside is that it can be damaging if team members don't manage their time well or if they don't have the knowledge, skills, or motivation to do their work effectively.
Leaders are totally focused on organizing, supporting, and developing the people on their teams. This is a participatory style and tends to encourage good teamwork and creative collaboration.
They're friendly and approachable, they pay attention to the welfare of
everyone in the group, and they make themselves available whenever team members need help or advice and they treat everyone equally.
The benefit of this leadership style is that people-oriented leaders create teams that everyone wants to be part of. Team members are often more productive and willing to take risks, because they know that the leader will provide support if they need it.
some leaders can take this approach too far; they may put the development of their team above tasks or project directives.
This term, created by Robert Greenleaf in the 1970s, describes a leader often not formally recognized as such.
When someone at any level within an organization leads by meeting the needs of the team, he or she can be described as a "servant leader.”
They have high integrity and lead by example and with generosity. Servant leaders often "lead from behind," preferring to stay out of the
limelight and letting their team accept recognition for their hard work. It help to create a positive corporate culture and can lead to high morale
among team members. It's often most practical in politics. The downside is that
people who practice servant leadership can find themselves left behind by leaders using other leadership styles.
It takes time to apply correctly: it's ill-suited in situations where you have to make quick decisions or meet tight deadlines.
Task-oriented leaders focus only on getting the job done and can be autocratic.
They actively define the work and the roles required, put structures in place, and plan, organize, and monitor work.
The benefit of task-oriented leadership is that it ensures that deadlines are met, and it's especially useful for team members who don't manage their time well.
The downside is that task-oriented leaders don't tend to think much about their team's well-being, so this approach can suffer many of the flaws of autocratic leadership, including causing motivation and retention problems.
In practice, most leaders use both task-oriented and people-oriented styles of leadership together
Transactional leaders focus on increasing the efficiency of established routines and procedures and are more concerned with following existing rules than with making changes to the structure of the organization.
the leader promotes compliance of his followers through both rewards and punishments
Although this might sound controlling and paternalistic, transactional leadership offers some benefits:
It clarifies everyone's roles and responsibilities. It judges team members on performance, so people who are ambitious
or who are motivated by external rewards often thrive. The downside of this leadership style is that :
Team members can do little to improve their job satisfaction. It can feel stifling, and it can lead to high staff turnover.
It is really a type of management, not a true leadership style, because the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work.
Transformational leaders are inspiring and they enhance the motivation, morale, and performance of followers because they expect the best from everyone on their team as well as themselves.
This leads to high productivity and engagement from everyone in their team. The downside of transformational leadership is that while the leader's
enthusiasm is passed onto the team, he or she can need to be supported by "detail people.”
That's why, in many organizations, both transactional and transformational leadership styles are useful.
Transactional leaders (or managers) ensure that routine work is done reliably, while transformational leaders look after initiatives that add new value.
Principle-centered leadership is created when the values of the follower and leader overlap.
Control is apparent, but it is not external; it is self-control.
PCL Power is based on trust, respect and honor, not fear or coercion.
Integrity, maturity and an abundance mentality are character traits essential to greatness.
PCL style takes time but it really worth to go through its four-step process:
Trustworthiness at the Personal Level
Trust at the Interpersonal Level
Empowerment at the Managerial Level
Alignment at the Organizational Level
Defining
Planning
Prioritizing
Teaching
Monitoring
feedback
Exploring
Explaining
Redirecting
Share Feedback
Encouraging
Praising
Asking / Listening
Reassuring
Facilitating
Problem Solving
Collaborating
Encourage Feedback
Appreciating
Allowing / Trusting
Confirming
Empowering
Affirming
Acknowledging
Challenging
The Big Idea
Part One: Placing Principles at Your Center
Part Two: The Four-Step Process
1-Trustworthiness at the Personal Level
2-Trust at the Interpersonal Level
3-Empowerment at the Managerial Level
4-Alignment at the Organizational Level
When things go wrong
- whether in your personal or professional life -
chances are you resort to quick-fix plans, strategies and techniques
for altering and improving your environment. Often, the problem is
caused by a Misalignment of your actions and decisions with the
correct principles. To solve it, you need to alter not the external
circumstances but your perspective.
Imbalance or Misalignment
Principles vs. Values
The Benefits of the Principle-Centered Approach
The Four Dimensions
A Principle-Centered Organization
Do most of the following apply to your organization? Interdepartmental rivalries Subgroups polarized around key issues Back-talking and bad-mouthing Cosmetic niceties on the surface exchanges Unionized; with people working on two cylinders Deep, entrenched interests between departments Special contests and promotions constantly going on to make sales quotas
These are signs of imbalance or misalignment. They indicate that you are using
the wrong paradigm in your organization, that you are centered not on solid
principles but on distorted values and beliefs!
An example of a value is:
The more profit we get, the better our organization will be and the better the lives of our members.
An example of a correct principle would be:
Profit should come second to ethical considerations.
Values Principles
Values are subjective, temporary maps that show us where to go or what to do given a particular situation. Values can become obsolete when the situation changes. Values represent our cultural influences, personal discoveries and family scripts.
Principles are like compasses that point us to our true direction. They are objective, unchanging natural laws that are correct and relevant regardless of the external circumstances. They are timeless, universal behavioral standards that have governed the social values of all the great human societies and civilizations.
Values Principles
They vary from person to person, or, more accurately, from role to role. A single individual can carry with him several sets of values for each of his different roles and these values can contradict each other, and change over time depending on the person's newly acquired experiences and insights.
They apply to all people and all roles at whatever time and place and in whatever situation. Examples are fairness, equality, justice, integrity, honesty and trust.
Having several sets of conflicting values can make you lose direction.
When a wave of change suddenly hits, you could easily be swept off your feet.
You need a center that will keep you steady and consistent through whatever crisis comes your way.
By basing your actions on principles rather than values you will be able to navigate through turbulent change, all the
while maintaining your perspective and judgment.
Security Guidance
Wisdom Power
The Four Dimensions
When your life is guided not by principles but by alternative centers (such as work, pleasure, friends, enemies, spouse, family, self, church, possessions, and money) you have no real power.
Your strength is based on other people and on external circumstances, which are never reliable.
When you center your life on correct principles:
You become your own master. You chart your own course and remain
steadfast and rooted whatever happens. You take control of all aspects of your life,
including your possessions and relationships. You are not threatened by change, or by
other people's opinions.
When your organization is guided not by principles but by alternative centers (such as profit, supplier, employee, owner, customer, program, policy, competition, image and technology)
The organization will have no real power. You will tend to control and exploit in order to gain what you want, and this
can make you dependent on other people and external circumstances.
When you center your organization on correct principles It is not easily threatened by external circumstances. Even competition becomes a healthy learning source.
Personal: your relationship with yourself. Key Principle: Trustworthiness
Interpersonal: your relationships & interactions with others. Key Principle: Trust
Managerial: your responsibility to get your job done with others. Key Principle: Empowerment
Organizational: your need to organize people (to recruit, train, compensate, build teams, solve problems, and create aligned structure, strategy, and systems). Key Principle: Alignment
Step One: Trustworthiness at the Personal Level
Characteristics of Principle-Centered Leaders
Developing Primary Greatness
Obeying Your Conscience
Following the Law of the Farm
Three Great Forces and How to Overcome Them
Moral Compassing: Aligning to True North
They are continuously learning!
They are service-oriented!
They radiate positive energy!
They believe in other people!
They lead balanced lives!
They see life as an adventure!
They are synergistic!
They exercise for self-renewal!
Your ability to keep meaningful commitments and promises.
You have to be emotionally mature to be able to develop and draw from your internal
strength rather than from your position power.
You can share what you have including recognition, profits, and responsibility with others because you know there is plenty for
everybody and you don't have to hoard anything.
Another key to achieving primary greatness - to developing character - is training and following your conscience.
This means you hold yourself accountable for your:
Most importantly, this means treating others well and not taking advantage of them to serve your own selfish purposes.
Possessions
Relationships
Family
Body
Life
Time
Talents
Money
The process of becoming principle-centered takes time. There are no short cuts.
In fact, people who are principle-centered do not rely on quick fixes in order to save time; rather, they follow the law of the farm, which states that
You cannot speed up the natural rhythm of nature in order to
suit your own purposes.
You have to learn to wait patiently, just as farmers wait for seeds to grow and for plants to bear fruit.
Part of being an effective and mature person is learning to respect natural processes.
This means taking things for what level they are in and waiting for them to evolve or develop naturally.
Exercise self-discipline and self-denial Don't let your passions and appetites rule you.
Take control.
Work on character and competence. Be your own person, even when outside pressures
force you to be otherwise.
Dedicate your talents and resources to noble purposes and provide service to others.
This will prevent you from becoming too self absorbed and self-serving, and focusing too much on
your own ambition and gain.
Values are like maps that point us to where you want to go to
achieve a particular short-term goal.
Principles are like a compass that points you to “true north,” to a
consistent direction that will lead you to long-term
effectiveness and success.
You should thus strive to always be principle-centered,
not merely value-driven.
Trust on the interpersonal level is based on the trustworthiness of the
people involved. But it is also dependent on your ability to
meaningfully relate with everyone you encounter,
whether at home or at work.
Convincing others with genuine respect to their opinions Persuasion
Over followers' shortcomings & the achievement of goals Patience
Towards the feelings and vulnerabilities of your followers Gentleness
Being open to learn new things from your followers Teachableness
Instead of judging your followers' mistakes or imperfections Acceptance
Being sensitive, caring and thoughtful Kindness
Being open to possibilities Openness
Making corrections with warmth and concern.
Compassionate Confrontation
Sticking to a solid set of values & principles Consistency
Don’t take advantage of other people Integrity
*Power is based on trust, respect and honor, not fear or coercion
This will motivate you to keep hanging in there during tough times.
Retain a long-term perspective
Do some reprogramming for your family members for the meaning of life and relationships
Re-script your marriage and family life
Take on your current role as a parent or spouse Reconsider your roles
Focus on your family’s positive emotional life (Bank) Reset your goals
Realign family systems
Refine three vital skills
Stay independent of other people and circumstances Regain internal security
This can provide a stable and secure foundation based on principles , values & long-term goals
Develop a family mission statement
1- Goals & Plans 2- Stewardships and a discipline program
3- Teaching & Training 4- Communicating & Problem solving
Time management, Communicating & Problem solving
The real role of the manager is not to control and to impose his own
decisions on his people, but rather, to empower them.
A manager must encourage his staff and push them to be the best
that they can be to bring out their full potential.
As a result, employees willingly work for the manager
for the good of the organization.
Such empowerment can only be achieved by showing trust and faith
in the skills and judgment of employees.
A paradigm is the frame of reference through which you look at the
world and describe nature.
As a manager, it is not enough that you change your attitude in order
to make dramatic change.
You need to change how you see the organization.
You need to change how you think about others.
1-The Scientific Management Paradigm.
2-The Human Relations Paradigm.
3-The Human Resource Paradigm.
4-The Principle-Centered Leadership (PCL) Paradigm.
The first three paradigms are flawed. It is only the (PCL) Paradigm that can lead to true
personal and organizational effectiveness.
Assumes that man is an economic being primarily motivated by his quest
for economic security.
If you use this paradigm you are an authoritarian who reward your people
when they do your bidding and punish them for failing to do so.
Your operating principle here is fairness
Assumes that man is a socioeconomic being,
with both economic and social needs.
If you use this paradigm, you treat your
people not only with fairness, but also with
kindness and decency.
However, you are still an authoritarian because you still believe you know what's
best for them and that they should do what you tell them to do.
Your operating principle here is kindness.
Assumes that man is s also a thinking being - a psychological being who
want to make meaningful contributions.
If you use this paradigm you delegate tasks to people because you want
to use their skills and creativity for the good of the organization.
Your operating principle here is efficiency.
Sees people in their entirety - as economic,
social, psychological and spiritual beings who
need meaning in their lives and who want to
make a meaningful difference.
If you use this paradigm you provide your people with lofty causes and
noble purposes.
You shift the center of power from you and spread it throughout the
organization in order to empower your people.
Your operating principle here is meaning.
People
(Best Asset)
Self
(Role model )
Style of Empowerment
Skills
(Training & Education)
Shared vision and principles
(Mission statement)
Structure
Aligned with
(Mission statement)
Systems
Aligned with
(Mission statement)
Strategy
Aligned with mission, resources & market
conditions
Streams
(The environment in which you operate)
MIS HR
Training Communication
It's holistic.
It is an open system that includes everything in the stream, including the organizational environment, the industry, and the wider society.
It also treats the organization as one indivisible whole and as a complete system
It's ecological.
Because it's holistic, it is like an ecosystem wherein everything is related with everything else.
It is organic, and thus an initiative in one part affects the entire system.
It's developmental.
Everything is done step by step; everything follows a process.
It's based on proactive people, not inanimate things, plants and animals.
The human resource is not expendable because it is viewed as essential to the organization.
The people are not treated as inanimate assets that must be used.
Skills
(what they can do)
Character
(integrity, maturity and an abundance
mentality)
win-win agreement
(Fulfill Personal & organizational need)
Self-supervision
(Based on the agreement)
helpful organizational structure and
systems
Accountability
(Self-evaluation based on the agreement)
1- Specify desired results
2- Set some guidelines
3- Identify available resources
4- Define accountability
5- Determine the
consequences
Once you properly manage your people by motivating them and
building an atmosphere of trust, the next step is to ensure that
their actions and decisions are aligned with the organization's
vision and mission.
Always ask people about their views Expand perspective
Draft and write the constitution, then to it to the members of the organization for approval & refining
Clarify values
Ask yourself: “Is this in harmony with my values?
Does it inspire and motivate me? Does it capture the heart and soul of the company? Does it represent the best within the organization?”
Test it against
yourself
Try applying the constitution by applying it to your policies, programs, strategies, structure and systems. See if these
could function in harmony with the constitution. You should keep amending your constitution based on your
findings during this testing phase.
Test yourself
against it
As your perspective and values change, so too should your constitution.
To make sure your constitution is always up-to-date, ask yourself the following questions at regular intervals:
Is my mission statement based on proven principles that I currently believe in?
Do I feel this represents the best within me?
Do I feel direction, purpose, challenge, and motivation when I review this statement?
Am I aware of the strategies and skills that will help me accomplish what I have written?
What do I need to do now to be where I want to be tomorrow?
The universal mission statement is intended to serve leaders of organizations as an expression of their vision and sense of stewardship. It attempts to encompass, in one brief sentence, the core values of the organization.
It creates a context that gives meaning, direction, and coherence to everything else.
Your mission statement should be short and simple but comprehensive, so that it encompasses the organization's vision yet it is simple enough for people to remember and memorize.
It should not replace your goals, but rather should direct those goals.
The universal mission statement can apply to all organizations, and you can use it while you are developing your own mission statement. It is comprised of twelve words:
To Improve the Economic Well-Being and Quality of Life
of All Stakeholders.
The universal mission statement addresses the economic well-being of the stakeholders because this is really the goal of most business organizations - to serve economic purposes and to create a means of livelihood for its members.
The statement also addresses quality of life of because the organization should not only provide a mere source of livelihood. Rather, the corporation should also be concerned with the overall quality of life of stakeholders.
Of course, it should be stressed that an organization's primary responsibility is to enhance the quality of work life.
To Improve the Economic Well-Being and Quality of Life
of All Stakeholders.
After all, there are other institutions (e.g. schools, family, churches, etc.) that are better equipped to deal with the private life.
It is also important to remember that the quality of life has five dimensions:
acceptance and love
challenge and growth
purpose and meaning
fairness and opportunity
life balance.
To Improve the Economic Well-Being and Quality of Life
of All Stakeholders.
Lastly, the universal mission statement includes all stakeholders, which includes everyone who will suffer if the enterprise fails.
This includes the owners, shareholders, employees, suppliers, consumers, distributors, dealers and other people in the community.
Writing an effective constitution and mission statement, and ensuring that they remain current and relevant to all members of the organization, ensures that your system and structures are aligned with your core principles and values - an essential ingredient to effective principle-centered leadership.
To Improve the Economic Well-Being and Quality of Life
of All Stakeholders.
Principle-centered power is created when the values of the follower and leader overlap. Control is apparent, but it is not external; it is self-control. The place to begin building is inside yourself. Security comes from within instead of without. It should lie in your initiative, resourcefulness, creativity, willpower, courage, stamina and native intelligence. Integrity, maturity and an abundance mentality are character traits essential to greatness. A moral compass is a leadership and empowering tool. Sharpening the saw includes your physical, mental, emotional and spiritual potential. There are three types of power: coercive power (the big stick approach), utility power (in exchange for some benefit t), and principle-centered power. With principle-centered power, people follow you because of who you are. Lead a balanced life. Do not make everything all or nothing. Learn to take praise without ego-tripping and accept blame without overreacting. See life as a mission, not as a career.
Principle- Centered Leadership , Stephen R.Covey
Situational Leadership, Kenneth Blanchard
Servant Leadership, Robert Greenleaf
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