Scribd Upload a Document

Top of Form

leadership

Search Documents
Bottom of Form

Explore

Documents

Books - Fiction Books - Non-fiction Health & Medicine Brochures/Catalogs Government Docs How-To Guides/Manuals Magazines/Newspapers Recipes/Menus School Work + all categories Featured Recent Authors Students Researchers Publishers Government & Nonprofits Businesses Musicians Artists & Designers Teachers + all categories Most Followed Popular Sign Up | Log In

People

1
First Page Previous Page Next Page

/ 64
Sections

SectionsSection 1 of 8 Six Key Traits ofp. 4 Leader asp. 18 Leader as Vision Creatorp. 18 Leader as Team Builderp. 26 Leader as Tasks Allocatorp. 34 Leader as People Developerp. 45 Leader as Motivation Stimulatorp. 53

Zoom Out Zoom In Fullscreen Exit Fullscreen Select View Mode

View Mode SlideshowScroll

Top of Form

Bottom of Form
Readcast Add a Comment Embed & Share

Reading should be social! Post a message on your social networks to let others know what you're reading. Select the sites below and start sharing. Readcast this Document
Top of Form

cfe8f5a4bd0b549

Login to Add a Comment

4gen
Bottom of Form

Share & Embed

Add to Collections

Download
Auto-hide: on

www.exploreHR.org

Buildin gBuildi ngLead ership

SkillsLe adershi p Skills

www.exploreHR.org

You can download this brilliant presentation at:

www.exp loreHR.o rg
Visitwww.explo reHR.orgfor morepresentati ons on HR

management andmanageme nt skills

www.exploreHR.org

Contents Contents
1.1.Six Trait of Effective LeadersSix Trait of Effective Leaders2.2.Man agerial Grid of LeadersManager

ial Grid of Leaders3.3.Cont ingency Model of LeadershipConti ngency Model of Leadership4.4.El ements of High Performing LeadersElement s of High

Performing LeadersLeader as Vision Creator Leader as Vision Creator Leader as Team Builder Leader as Team Builder Leader as Task

Allocator Leader as Task Allocator Leader as People Developer Leader as People Developer Leader as

Motivation Stimulator Leader as Motivation Stimulator

www.exploreHR.org

Six Key Traits of Six Key Traits of Effectiv

e Leaders Effectiv e Leaders

www.exploreHR.org

What is Leadershi p ?What is Leadershi p?

A leader articulates and embodies a vision and goals,A leader articulates and embodies a vision and goals,and

enables others to share and achieve themand enables others to share and achieve themLeadershi p is a state of

mind.leaders hip is aboutLeadershi p is a state of mind.leaders hip is aboutvision, spirit, and character;

getting diversevision, spirit, and character; getting diverseindividu als to work together as a teamindividuals

to work together as a team

www.exploreHR.org

Six Traits of LeadersSi x Traits of Leaders

DriveDriveDesi re toDesire

toLeadLeadInt egrityIntegrityS elf-SelfConfidenceCon fidenceIntellige nceIntelligence JobrelevantJob-

relevantKnowle dgeKnowledge

www.exploreHR.org

Six Traits of LeadersSi x Traits of Leaders

DriveDrive
Leaders exhibit a high effort level. Theyhave a relatively high desire for achievement, have a lot of energy, showinitiative,

and theyre persistent in their activities

Desire toDesire toLeadLead

Leaders have a strong desire to influenceand lead others, they demonstrate

thewillingness to take responsibility

www.exploreHR.org

Six Traits of LeadersSi x Traits of Leaders

IntegrityIntegrit y

Leaders build trusting relationship betweenthemsel ves and followers by being truthfuland by showing consistency

between wordand deed

Self-SelfConfidenceCon fidence
Followers look to leaders for an absence of selfdoubt. Leaders, therefore, need

toshow selfconfidence in order to convincefollower s of the rightness of goals anddecisions

www.exploreHR.org

Six Traits of LeadersSi x Traits of Leaders

IntelligenceIntel ligence

Leaders need to be intelligent enough togather, synthesize, and interpret largeamounts of information; and to be ablecreate visions, solve problem, and

makecorrect decisions

JobRelevantJobRelevantKnowl edgeKnowledg e
Effective leaders have a high degree of

knowledge about the company, industry,and technical matters. In-depth knowledgeallows leaders to make wellinformeddecision s and to

understand theimplications of those decisions.

10

www.exploreHR.org

Manageri al Grid of LeadersM anagerial Grid of Leaders

Concern for TasksConcern for TasksConcernCon cernfor Peoplefor People

115599115599
9.9. TeamManagement1. 9. Country ClubManagement5.5 . Middle of the RoadManagement9.

1. TaskManagement1. 1. ImpoverishedManag ement

11

www.exploreHR.org

Manageri al Grid of LeadersM anagerial Grid of Leaders

1.9. Country ClubManagement 1.9. Country ClubManagement9.1 . TaskManagement 9.1. TaskManagement

The leaders focuses on being supportiveand considerate of

employee to theexclusion of concern for task efficiencyThe leaders concentrates on taskefficiency but shows little concern for thedevelopment

and morale of employee

12

www.exploreHR.org

Manageri al Grid of LeadersM anagerial

Grid of Leaders
9.9. TeamManagement 9.9. TeamManagement1. 1. ImpoverishedManag ement

1.1. ImpoverishedManag ement

The leader facilitates task efficiency andhigh morale by coordinating andintegrating work-related activitiesThe

leaders exerts minimum of effort toaccomplish the work

13

www.exploreHR.org

Contingen cy Model of Leadershi pContinge

ncy Model of Leadershi p

Leader Behavior DirectiveSupportiv eParticipativeAchie vementOrientedEnvi

ronmental Contingency Factor Task StructureFormal Authority SystemWork GroupEmployee Contingency Factor Locus of ControlExperience Perceived AbilityOutcomesPer

formanceSatisfactio n

14

www.exploreHR.org

Contingen cy Model of Leadershi pContinge

ncy Model of Leadershi p

Lead to greater satisfaction when tasks

areambiguous and stressful than when theyrehighly structured and well laid outWill lead to higher employee satisfactionwhen theres

substantive conflict withinwork groupWill satisfy employees with an externallocus of controlAre likely to be perceived as

redundantamong employees with high perceivedability or with considerable experienceDirect iveDirectiveLead ersLeaders

15

www.exploreHR.org

Contingen cy Model of Leadershi pContinge ncy Model

of Leadershi p
Creates high employee performance andsatisfaction when employees

areperforming structured tasksAre needed when the formal authorityrelation ships are clear and bureaucraticSup portiveSupportiv

eLeadersLeader s

16

www.exploreHR.org

Contingen cy Model of Leadershi pContinge

ncy Model of Leadershi p

Will satisfy employees with internal locus of

control (those who believe they can controltheir own destiny)

ParticipativePartici pativeLeadersLea ders

Will increase employees expectancies

thateffort will lead to high performance whentasks are ambiguously structured

AchievementAchie vementOrientedOr ientedLeadersLea ders

17

www.exploreHR.org

Elements of High Performing LeadershipEl ements of High Performing Leadership

Leader as VisionLeader as VisionCreator Creator Leader asLeader asTasks Allocator Tasks Allocator

Leader as TeamLeader as TeamBuilder Builder Leader asLeader asMotivationMo tivationStimulat or Stimulator

Leader asLeader asPeople Developer People Developer High PerformingHigh PerformingLea

dershipLeaders hip

18

www.exploreHR.org

Leader asLead er asVision

Creator Vision Creator

19

www.exploreHR.org

Leader as Vision Creator Leader as Vision Creator

CreatingCreatingV isionVisionSetting SettingGoalsGoals DevelopingDevelo pingAction PlanAction PlanMonitoringMo nitoringAction PlanAction PlanExecutionExe cution

20

www.exploreHR.org

Leader as Vision Creator Leader as Vision Creator

CreatingCreatingV isionVision

Analysis of externalAnalysis of externalopportun ities andopportunities andthreatsthreat sAnalysis of

internalAnalysis of internalcapabiliti es and areascapabilities and areasfor improvementfor improvement

"What is our vision for the

team/organization where should the team be headed, whatkind of team/organization do we want tobecome?"

21

www.exploreHR.org

Leader as Vision Creator Leader as Vision Creator

SettingSettingGoal sGoals

The purpose of setting goals is toconvert managerial statements of team vision into specific performancetarg

ets results and outcomes theteam wants to achieve.Setting objectives and thenmeasuring whether they areachieved or not help

managers trackan team's progress.

22

www.exploreHR.org

Four Characteris tics of Goal SettingFour Characteris tics of Goal Setting

GoalGoalDifficult yDifficultyGoalG oalSpecifitySpec ifity

Increasing your employees' goal difficultyincreases their challenges and enhances theamount of effort expended to

achieve themThe more difficult goals lead to increasedperforma nce if they seem feasibleWhen given specific goals, employees tend toperform higher Telling them to do their

best or giving noguidance increases ambiguity about what isexpected

23

www.exploreHR.org

Four Characteris tics of Goal SettingFour Characteris tics of Goal Setting

FeedbackFeedb ack
Participation inParticipation inGoal SettingGoal SettingProviding feedback enhances the effects of goal settingPerforman

ce feedback keeps their behavior directed on the right target and encouragesthem to work harder to achieve the goalEmployees who participate in the process,generally

set higher goals than if the goalswere set for themIt also affects their belief that the goals areobtainable and increases their motivation toachieve them

24

www.exploreHR.org

Leader as Vision Creator Leader as Vision Creator

DevelopingDevelo pingAction PlanAction PlanAction plan are the means for accomplishingobje ctivesAction plan must be concrete, measurableevents that must occur Plan also

establishes a priority for the tasksSince many tasks must be accomplishedbefo re another can begin, establishingprioriti es helps your team to determine theorder in which

the tasks must beaccomplished and by what date.

25

www.exploreHR.org

Leader as Vision Creator Leader as Vision Creator

MonitoringMonitori ngAction PlanAction PlanExecutionExe cutionThe final step is to follow up, measure, andcheck to see if the team is doing what isrequired.This

kind of leader involvement validates thatthe stated priorities are worthy of action.For the leader it demonstrates her commitment to see the matter through to

asuccessful conclusion.

26

www.exploreHR.org

Leader asLead er asTeam

Builder Team Builder

27

www.exploreHR.org

Great TeamGreat Team

Leader as Team Builder Leader as

Team Builder
Clear GoalsClear GoalsClear measures of Clear measures of performanceperfor manceClear job rolesClear job rolesTeam

identity andTeam identity andspiritspiritSen se of fun andSense of fun andenjoymentenjo ymentOpen and honestOpen and honestcommunica tioncommunication

TaskTaskPeopleP eople

Effective LeadersEffective Leadersdevelop anddevelop andnurture nurture

28

www.exploreHR.org

Leader as Team Builder Leader as

Team Builder
Cultivate a cohesive teamPromote team problem solvingBe loyal to your membersHelp your members to

manage andlearn from their challengesCare about your members

Leader asLeader asTeam Builder Team Builder

29

www.exploreHR.org

Leader as Team Builder Leader as Team Builder

Cultivate acohesive team

Know when to step in and when tostay out of team conflicts.Plan occasional team events

thatlet people get together without thepressures of work.

30

www.exploreHR.org

Leader as Team Builder Leader as Team Builder

Promote teamproblem solving

Be accessible for consultation withyour employees if problems arise,but don't micromanage.

Establish a guideline that whenever employees bring you a problem,they are expected to also bring youat least one

possible solution.

31

www.exploreHR.org

Leader as Team Builder Leader as Team Builder

Be loyal to your team member

Be the voice of your team at themanageme nt table.Share the credit with your team for its

achievements and ensure thatthose above you know about itssuccesses. Don't publicly point a finger

whensomethin g goes wrong.

32

www.exploreHR.org

Leader as Team Builder Leader as Team Builder

Help your members tomanage andlearn from their challenges

Find out what gets in the way of their doing their best.Delegate,

but don't abdicate.

33

www.exploreHR.org

Leader as Team Builder Leader as Team Builder

Care about your members

Make small talk with your employees when the opportunitypres ents itself.Greet

employees by name whenyou make first contact each day.Be a positive, encouraging force.

34

www.exploreHR.org

Leader asLead er asTasks Allocato

r Tasks Allocato r

35

www.exploreHR.org

Leader as Tasks Allocator Leader as Tasks Allocator

Leaders get things done through people..

LeadersLeaders TasksTasksPeo plePeopleResult Result

Effective leaders, therefore, need to understand the value of allocating

the value of allocating tasks or delegating tasks or delegating and know how to do it

36

www.exploreHR.org

Leader as Tasks Allocator Leader as Tasks Allocator

DelegationDeleg ation

The assignment of authority toanother person to carry out specificactivitie

s.It allows a employee to makedecisions that is, its a shift of decision making authority from oneorganizatio nal level to

another lower one.

37

www.exploreHR.org

Leader as Tasks Allocator Leader as Tasks Allocator

What toWhat todelegatedeleg ate

Recurring and routine tasksTasks that would increase or develop an

employees skills or knowledgeOcc asional duties or tasksTasks I do that are in someonesarea of expertise or interest

38

www.exploreHR.org

Leader as Tasks Allocator Leader as Tasks Allocator

Who toWho todelegate todelegate to

A person who is already able andwilling to take on responsibility for doing a

taskA person who wants to learn thetask in order to develop or extendtheir skillsA person who wants to make their job

more interesting and challenging

39

www.exploreHR.org

Steps to Delegate Effectively Steps to Delegate Effectively

Clarify theAssignmentSp ecify theEmployeesRa nge of DiscretionAllow theEmployee toParticipateInfor m OthersthatDelegati onhas

OccurredMonitor Results

40

www.exploreHR.org

Steps to Delegate Effectively Steps to Delegate Effectively

Clarify theAssignment

Its your responsibility to provide clear information on what is beingdelegated , the results

you expect, andany time or performance expectationsyo u hold.

41

www.exploreHR.org

Steps to Delegate Effectively Steps to Delegate Effectively

Specify theemployeesRan ge of Discretion

Every act of delegation comes withconstrains. You need to specify what thoseparamete

rs are so that employeeskno w, in no uncertain terms, the rangeof their discretion.

42

www.exploreHR.org

Steps to Delegate Effectively Steps to Delegate Effectively

Allow theemployee toParticipate

One of the best way to decide howmuch authority will be necessary toaccomplish a

task is to allow theemployee to participate in thatdecision.

43

www.exploreHR.org

Steps to Delegate Effectively Steps to Delegate Effectively

Inform OthersthatDelegati onhas Occurred

You need to inform the employeescoll eagues, other supervisors, or senior managers, that

you havedelegated a particular task or duty tosomeone else.Let them know, too, that you havecomplete

confidence in theemployees ability to succeed in thetask.

44

www.exploreHR.org

Steps to Delegate Effectively Steps to Delegate Effectively

Monitor Results

Monitoring allows you to make anynecessary adjustments to the way thetask is being done.

45

www.exploreHR.org

Leader asLead er asPeopl e

Develop er People Develop er

46

www.exploreHR.org

Leader as People Developer Leader as People Developer

Leadership is about developingle aders, not followersLea dership is about creating a

legacy,one that will propel the organization tonew levels of success even when theleader

has moved on

47

www.exploreHR.org

Leader as People Developer Leader as People Developer

Leader Leader EmployeeEmpl oyee

EmployeeEmplo yeeDevelopment andDevelopment andLearning PlanLearning Plan

48

www.exploreHR.org

Leader as People Developer Leader as People Developer

An Employee Development andLearning Plan is a formal contractbetwee n a leader and an employeethat identifies

specific developmentac tivities that link the employee'sinte rests and skills to organizationaln eeds.

EmployeeEmplo yeeDevelopment Developmentand Learningand LearningPlanPla n

49

www.exploreHR.org

Leader as People Developer Leader as People Developer

EmployeeEmploye eDevelopmentDev elopmentand Learningand LearningPlanPlan

The plan is the outcome of one or The plan is the outcome of one or more

discussion sessions thatmore discussion sessions thataddress:ad dress:the employee's and

manager'spers pective on the employee'seffe ctiveness in her current rolemutual suggestions for increasingimpa

ct in the current role

50

www.exploreHR.org

Leader as People Developer Leader as People Developer

EmployeeEmploye eDevelopmentDev elopmentand Learningand LearningPlanPlan

Things to consider in designingThing s to consider in designingDevel

opment Plan :Development Plan :Identify the core competencies for every level of employee in theorganization

.Understands that each person learnsdifferentl y and that employees need tohave tailored learning plans

that suittheir learning styles.

Leadership Skill ppt

DownloadPrintMobileCollectionsReport Document Report this document? Please tell us reason(s) for reporting this document
Top of Form

cfe8f5a4bd0b549 doc

Spam or junk Porn adult content Hateful or offensive If you are the copyright owner of this document and want to report it, please follow these directions to submit a copyright infringement notice. Report Cancel
Bottom of Form

This is a private document.

Info and Rating

Reads: 6,054 Uploaded: 10/21/2009 Category: Business/Law>Finance Rated:
4 5 false false 0

(1 Rating) Copyright: Attribution Non-commercial Brilliant presentation on developing leadership skills leadership leadership skills leadership presentation slides leadership leadership skills leadership presentation slides (fewer) Follow Yodhia Antariksa

Sections
show allcollapse prev | next

Six Key Traits of Leader as Leader as Vision Creator Leader as Team Builder Leader as Tasks Allocator Leader as People Developer Leader as Motivation Stimulator

Share & Embed Related Documents

PreviousNext 1.

p.

p.

p. 2.

p.

p.

p. 3.

p.

p.

p. 4.

p.

p.

p. 5.

p.

p.

p. 6.

p.

p.

p. 7.

p.

p.

p. 8.

p.

p.

p. 9.

p.

p.

p. 10.

p.

p.

p. 11.

p.

p.

p. 12.

p.

More from this user

PreviousNext 1.

16 p.

16 p.

16 p. 2.

16 p.

16 p.

16 p. 3.

14 p.

36 p.

54 p. 4.

41 p.

65 p.

28 p. 5.

22 p.

60 p.

30 p. 6.

76 p.

19 p.

17 p. 7.

52 p.

22 p.

23 p. 8.

28 p.

24 p.

56 p. 9.

71 p.

Recent Readcasters Add a Comment

Top of Form

cfe8f5a4bd0b549

Submit Characters: 400

document_comme 4gen
Bottom of Form

tyagi_pardeepleft a comment tyagi_pardeep 04 / 08 / 2010 Reply vandanagahlotleft a comment may i have a copy of this presentation. olease sent to vandanagahlot@yahoo.co.in 03 / 17 / 2010 Reply acleanerworldleft a comment May I also have a copy of this brilliant presentation. please send to joe@acleanerworld.com.au 02 / 09 / 2010 Reply Lina Choiceleft a comment Pak Yodhia, may i have a copy of this presentation ? kindly send to lina.choice@gmail.com.. thank you very much. Lina 01 / 29 / 2010 Reply Print This Document

High Quality
Open the downloaded document, and select print from the file menu (PDF reader required).

Download and Print Closes in seconds. X Use your Facebook login and see what your friends are reading and sharing. Other login options Login with Facebook
Top of Form

http://w w w .scrib

http://w w w .scrib
Bottom of Form

Signup
I don't have a Facebook account
Top of Form

cfe8f5a4bd0b549 default

email address (required) create username (required) password (required) Send me the Scribd Newsletter, and occasional account related communications. Sign UpPrivacy policy You will receive email notifications regarding your account activity. You can manage these notifications in your account settings. We promise to respect your privacy.
Bottom of Form

Why Sign up?

1. 1. Discover and Connect With people of similar interests 2. 2. Publish Your Documents Quickly and easily 3. 3. Share Your Reading Interest On Scribd and social sites like Facebook and Twitter Already have a Scribd account?
Top of Form

cfe8f5a4bd0b549

email address or username