Leadership 2

04/08/23 Ryla Seminar Ein El Sokhna Egypt

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Leadership


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Introduction

To define Leadership & its skills Mohamed Delawar

Past RI District Governor 02-03 Managing Construction

Companies


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Leaders

The General in the Army The Chairman at the company The CEO The Manager at work The Boss The Foreman


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Leadership Defined

Using influence in an organizational setting or

situation, producing effectsthat are meaningful and have

a direct impact on accomplishing challenging

goals


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Quality Of Good Leaders

Vision Integrity Courage Persistence Decisiveness Humility Optimism


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Communication

A great Leader is a master in the art of communication

Two-way communication Listening Open Door” Policy Trust & open Environment


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Appreciation

The way to develop the best in a man is by appreciation and

encouragement


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Those who have most powerfully and permanently influenced their

generation have always been the

“seers”

They have been persons who could think faster, clearer and farther ahead than those around them


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LEADERS GUIDE PEOPLE

Not

Rule Them


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Sources of PowerLegitimate PowerReward power Coercive PowerExpert PowerReferent Power

Enable managers to be Leaders & influence subordinates to achieve Goals


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Types of Leaders

Formal Leader Informal Leader


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Sources of Power

Interpersonal Sources Legitimate Reward Coercive Expert Referent

Structural Sources Resources Decision Making Information


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Trait Theory of leadership

An attempt to identify specific characteristics (physical, mental, personality) associated with leadership success. The theory relies on research that relates various traits to certain success criteria.


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“TRAITS” of effective Leaders that have been studies by Trait Researches

Intelligence Personality Supervisory Ability Physical Characteristics


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Behavioral Approaches

In the late 1940s, researchers began to explore the notion that how a person acts determines that person’s leadership effectiveness. Instead of searching for traits, these researchers examined leader behaviors and their impact on the performance and satisfaction of followers.


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Consideration & Initiating Structure

Consideration Is friendly,

approachable Do little things to make

fun to be a member of group

Give advance notice of changes

Willing to make changes

Treats group members as equals

Initiating Structure Tries ideas in the

Group Lets group members

know what expected Assign workers to

tasks Schedules work to

be done Maintain standards

of performance


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Why Trait & Behavior Approaches Fall

Short Trait approaches consider personal

characteristics of the leader that may be important in achieving success in a leadership role.

Behavioral approaches attempt to specify which kinds of leader behaviors are necessary for effective leadership.

A shortcoming of both of these approaches is that they fail to take into account the interaction between people, tasks and environment.


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Attribution Theory Of Leadership

According to attribution theory, in observing subordinates, a leader searches for informational cues as to “WHY” something is happening and then attempts to construct casual explanations that guide her/his leadership behavior.


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Transactional &

Transformational Leadership

Transactional Leadership

The leader helps the follower identify what must be done to accomplish the desired results:

Better quality More sales or

Services Reduced Cost of

Production

Transformational Leadership

By expressing a vision the transformational leader persuades followers to work hard to achieve the goals envisioned. The leader’s vision provides the follower with motivation for hard work that is self-rewarding (internal)


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Factors that Describe Transformational Leaders

Intellectual Stimulation Individual Attention Management by Exception Contingent Reward Charisma


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What makes a Leader?


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Emotional Intelligence


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The five Components Of Emotional

intelligence at work

Self Awareness Self-Regulation Motivation Empathy Social Skill


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Self Awareness

Definition: The ability to recognize and understand your

moods, emotions and drives as well as their effect on others.

Hallmarks: Self-Confidence Realistic self -assessment Self-deprecating sense of humor


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Self-Regulation

Definition: The ability to control or redirect

disruptive impulses and moodsThe propensity to suspend judgment- to think before acting

Hallmarks: Trustworthiness and integrity Comfort with ambiguity Openness to change


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Motivation

Definition: A passion to work for reasons that go

beyond money or statusA propensity to pursue goals with energy and persistence

Hallmarks: Strong drive to achieve Optimism even in the face of failure Organizational commitment


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Empathy

Definition: The ability to understand the emotional

makeup of other peopleSkill in treating people according to their emotional reaction

Hallmarks: Expertise in building and retaining talent Cross-cultural relations Service to clients and customers


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Social Skills

Definition: Proficiency in managing relationships and

building networksAn ability to find common ground and build rapport

Hallmarks: Effectiveness in leading change Persuasiveness Expertise in building and leading teams


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Debate Team 1

Managers can be trained to be effective Leaders

Team 2 Managers either have what it takes

to be an effective leader or they don’t. If they don’t, they can’t be trained to be effective Leaders.


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How ready are you to assume the Leadership role?

1. It is enjoyable having people count on me for ideas and suggestions.

2. It would be more accurate to say that I have inspired other people.

3. It’s good to ask people provocative questions about their job.

4. I like to cheer people up even when my spirits are down.

5. It is easy for me to compliment others.

1- Strongly Disagree

2-Disagree

3-Neither agree or disagree

4-Agree

5-Strongly agree


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6. What my team accomplishes is more important than my personal glory.

7. Many people initiate my ideas.

8. Building team spirit is important to me.

9. I would enjoy coaching other members of the team.

10. It is important to meet to recognize others for their accomplishments.

11. I would enjoy entertaining visitors to my firm even if it interfered with my completing a report.

12. It would be fun for me to represent my team at gatherings outside our department


2-Disagree


4-Agree

5-Strongly agree


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13. The problems of my team mates are my problems too.

14. Resolving conflict is an activity I enjoy.

15. I would cooperate with another unit in the organization even if I disagreed with the position taken by its members.

16. I am an idea generator on the job.

17. It is fun for me to bargain whenever I have the opportunity.

18. Team members listen to me when I speak.

19. People have asked me to assume the Leadership of an activity several times in my life.


2-Disagree


4-Agree

5-Strongly agree


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20. I have always been a convincing person.

Norms for Interpreting the Total Score:n 90-100 High readiness for the Leadership Rolen 60-89 Moderate readiness for leadership Rolen 40-59 Some uneasiness with Leadership Rolen 39 or Less Low readiness for the Leadership

Role


2-Disagree


4-Agree

5-Strongly agree

Business

Leadership 2