CBP: Leadership Module 1: Introduction to Effective Leadership Definitions: Leading: is guiding a direction for someone to follow.

. Leadership: the process by which an individual influences others to achieve a goal. Leader: the individual responsible for leading followers to accomplish a shared vision Follower: the individual who subscribes to the direction of a leader. Effective Leadership: Characteristics: Justice: desire to do right Judgment: ability to weigh facts Decisiveness: ability to make prompt decisions. Integrity: honesty Dependability: proper performance Tact: use discretion when dealing with others Initiative: take action in absence of orders Endurance: mental and physical stamina Unselfishness: placing others ahead of self Courage: firmness in the face of difficulty Knowledge: know job and people Loyalty: be faith to your job Enthusiasm: sincere interest. Skills: Risk taking Coaching Team building Facilitating Decision making Communicating Planning Flexibility. Responsibilities of a leader: develop a vision Develop a mission and goals Work towards achieving goals and objectives Build a cohesive team Identify and meet team needs Measure team performance Hold team member accountable Motivate team members Leadership Potentials: Everyone can be a leader: some people are born with leader traits and other train to be leaders Circumstances make and shape leaders: Leaders embrace responsibility: leaders accept the responsibility of leadership What do you need to be an effective Leader? Clear goals: leaders needs clear goals to accomplish 1

 Training: effective leaders require some form of training. Followers: true followers should believe in the leaders vision. Leadership vs. Management: Management Leadership Focused on controlling resources Focused on empowering people Focused on structure Focused on people Manage people as employees See people as part of a team Not all managers lead All leaders can manage Focused on accomplishing a task Focused on accomplishing a vision Short range perspective Long range perspective Managers plan, organize and control Leaders inspire, motivate and unleash team energy Module 2: Choosing the appropriate Leadership Style The Transitionary nature of Leadership: Leaders should be able to know when to change and following are two factors that require a transitionary approach to leadership What happens next: when goals are achieved leaders need new goals or new vision Situations may change: leaders must address issues that as changing times, technology, and culture. They should know that their leadership could be temporary. Leadership Styles: Leadership styles are divided into two classes: 1. Relational support: more people oriented, leaders are involved in supporting their team. 2. Functional support: more task oriented, leaders are committed to accomplish the task. Leadership style examples: Directing: high functional, low relational: direct instructions, leader supervises the work to ensure completion. Selling: high functional, high relational: leaders gives clear explanation and reasoning persuading followers towards his decision. Participating: low functional, high relational: leader acts as a facilitator by providing encouragement and support to develop team members Delegating: Low functional-low relational: leader does not directly assume responsibility for task implementation he delegates a team member to accomplish the task. Followers: Followers are classified based on two categories: 1. Capability: the ability to perform a given task 2. Motivation: the willingness to accomplish the task Types of Followers: Committed-Novice Low Capability, High Motivation: follower lacks the knowledge but has the willingness to perform the task. Uncommitted Expert High Capability, Low Motivation: follower has the knowledge but lacks the willingness to perform the task. Committed Expert High Capability, High Motivation: follower has the knowledge and the willingness to perform the task. Uncommitted Novice Low capability, Low Motivation: follower lacks the knowledge and the willingness to perform the task.

Situational Leadership: Human Resources Leadership: focus on people development. Structure leaders: focus on leading organization through clear structure and management system. Symbolic leaders: focus on inspiration and lead teams by charisma and motivation Political leaders: focus on building alliances, coalitions and their support base. Diagram Pages 27 is very important Case Study Page 29 is very important. Module 3: Developing a vision and a mission: Vision: Definition: a vision is a description of an organization or an individual desired future state. Purpose: a clear vision should bring purpose to a team, what they want to do any why, it shows the big picture for anything a team does. Direction and Destination: where are we going and growing to? The vision provides the needed direction to keep the company on course. Passion: it is what matters most. A vision builds enthusiasm and stimulates passion in team members. Values: Values are the things that are valuable to an organization or an individual Values provide the company philosophy People believe in the vision and values of a company Values should be broad and diverse and should involve consultative process to prevent value conflicts Values may define guidelines for the following: o Standards for action o Relationships both internal and external. o Self involvement o Ideals o Financial matters Vision Plan: Guidelines for developing a vision plan: 1. Bring together all stakeholders for a vision planning meeting 2. Gather responses to vision questions from stakeholders 3. Develop a draft set of vision statement for review by stakeholders 4. Adjust the draft based on recommendations 5. Develop the final vision statement Mission: Definition: A mission statement is an organizations vision translated into written form A mission statement provides clear strategy for the company It provides a framework for measuring organizations performance Mission statement and value statements provide guidelines for acceptable behavior. Goal: a goal is a measurable aim that needs to be achieved within a specific time frame. They must be specific and realistic Objectives: they are the methods or processes used to reach and achieve goals. 3

Plans: are strategies used for implementing specific goals and objectives. Mission Plan: Guidelines for developing a mission plan: 1. Bring together all stakeholders for a mission planning meeting 2. Gather responses to mission questions from stakeholders 3. Develop a draft set of mission statement for review by stakeholders 4. Adjust the draft based on recommendations 5. Develop the final mission statement including goals and objectives. Communication and Vision: A leader should effectively communicate the vision to follower by: Developing a clear vision: the leader must clearly state and clarify the vision in order to become a shared vision within the organization. A vision culture: the vision must become the culture of the organization. Module 4: Effective Decision Making: Effective Decision making: Establishing decision making criteria: criteria are the factors or conditions that should be met by a decision. Rating criteria: in any decision there are critical conditions that must be met and desired conditions that would be beneficial if met; from here rating is important to specify critical conditions and less desired conditions. Risk analysis How risky is the decision?: risk is present in most decisions we make. We take risks when the benefits outweigh the costs. Cost Factors Costs of implementing the decision: every decision has costs which can be either tangible or intangible. Economic costs are tangible, psychological costs are intangible. Problem Identification and Analysis: Adequate problem identification and analysis are important skills of a leader Every problem generates some form of symptoms that are first noticed by team members Effective leaders should be able to detect problems in their developmental stage. Problem Resolution: Recommending problem resolution guidelines: o Identify a problem by determining the nature of the problem o Analyze the problem o Recommend a course of action o Determine an appropriate solution o Take the decision. A Look at problem resolution: there are different types of problems, some stay harmless even if not resolved, other are disastrous and needs immediate solution, so leader should consider all factors in problem resolution and then take the best possible decision. Implementation: Once you have determine the best solution, now you are ready for implementation Continuous results: Wait for results: Module 5: Team Building for Leaders Team Building: The need for team building: 4

Team turn visions into reality byt executing missions Groups vs. teams: groups o Groups A collection of people who perform similar tasks with similar needs and resources. An administrative classification of individuals Groups and individuals tens to work independently from each other Groups are assigned tasks and told what course of action to take Groups are not able to develop individual skills. o Teams A collection of people focused on contributing towards shared goals and objectives. A functional classification of individuals Teams depend on each other for success Teams may or may not be assigned tasks but they determine the course of action and participate in decision making Teams empower people to develop individual skills. Leading a team of leaders: an effective team leader empowers his or her followers to become a team of leaders. Responsibilities of a Team Leader: Define the teams mission, goals and objectives: every team requires a mission or general goal that the team unite to accomplish Select the right team members: there is a team selection criteria the leader needs to follow: o Select qualified individuals o Research candidates resume and performance history o Explain responsibilities for the potential team member o Determine candidates willingness to be part of a team o Appoint members based upon willingness and capabilities Communicate team members responsibilities: every team member should have a clear understanding of their responsibilities. Meet team member needs: the team leader must adequately address team member needs to ensure teams effectiveness. Motivate team members: continuous motivation is required. Some suggestions include: o Keep team focused o Encourage creativity o Develop a climate of mutual trust o Provide encouragement o Set attainable goals o Reward team effort. Accountability: the team member must be aware that substandard performance not only affects the individual but the entire team. Team Building Benefits: Accountability: accountability promotes commitment and dedication because of one member does not perform their responsibility the entire team suffers. Ownership: teams empower individuals by their ownership over assigned work. Authority: teams involve individuals in the decision making process.

Acceptance: team members feel that they are part of something; they do not feel isolated within the organization. Collective approach to success and failure: this inspires everyone to be their best not only for themselves but for the greater good of the team. Team Selection: The key criteria in team selection include: Team member function: establishing the right criteria for team member selection is necessary to ensure that the team can successfully complete their goals and objectives. Capability: this includes qualification and skills of the candidate and if he has the needed skills. Commitment: communicate to each candidate the understanding of the organizations vision and mission. Identifying training needs: team selection may identify excellent candidates who still need support in different areas. Benefits of diversity: diversity encourages creativity process by getting variety of opinions Size: choose the right number of capable and committed team members to accomplish teams vision Team Communication: Essentials of effective team communication: Clearly interpret goals Clearly explain each members function both as a team member and individual responsibility Establish time lines and target dates. Identify all resources needed to achieve goals including budgetary constraints. Clearly identify how success is measured. Communication cycle includes: Message Sender Receiver Feedback Methods of communication: Reading Writing Speaking Listening Some communication barriers: Assumption Personal feelings, viewpoints and opinions Non universal terminology and language Non facilitative environments Emotions. Motivating Teams: Recommendation that motivates and encourages team members: Team members are motivated when they clearly understand what they have to do and what is expected from them They are motivated by personal interaction They need to be given resources They should be able to access necessary training, coaching and monitoring 6

They should be rewarded for success.

Recommendations for creating a motivating team environment 4 basic needs: o Relevancy: no one likes to do something that they believe is unimportant. Benefits of meeting this basic need Reduces wasted time Clear way to create and measure performance Keep the team on track To promote relevancy leaders can: Clearly state what is expected of the team Clearly identify resources Clearly state the criteria of measuring success o Autonomy: team members are involved in decision making. Benefits of meeting this basic need Team members assume responsibility They develop their individual skills They explore more and search for the best solution They interact in a more positive way To promote autonomy leaders can: Treat team members as professional colleagues Allow team members to suggest solutions Empower team members to make decision Allow team members to act as a team leader for various projects Encourage team members to be autonomous. o Security: team members can work better in an environment free of threats Benefits of meeting this basic need Members get more involved Promote a healthy climate for learning Encourage creativity Team members interact in a more positive manner To promote security leaders can: Interact with team members as a supportive peer Encourage team involvement Clearly state goals and objectives Remove any threatening element from the teams environment. o Belonging: team members feel they are part of something and not isolated. Benefits of meeting this basic need Team members enjoy working in the team Team members become more committed Promote teams cohesiveness. To promote Belonging leaders can: Have the team members spend time together apart from work Reinforce and support each team member Promote team cohesiveness. Coaching Teams: 7

Definition: effective coaches are able to do the following: Assist team members in clarifying values, goals and objectives Keep team members focused on the big picture Assist team members in articulating their action plan by: o Encourage team members to discover themselves o Encourage team member creativity and strategy Acts as accountability figure. Developing a coaching process: Coaching teams can build relationships, trust and encourage collaboration, some benefits of coaching are: Creates safe environment Generates and atmosphere of creativity and thinking Enables team members to respond more effectively Speeds up action and decision making process Inspire team members Align team members with team values and objectives Create a feeling of fulfillment. Develop a coaching process as a leader: Coaching should be natural and supportive It should encourage self determination The coach should assist the team members through coaching process Be Supportive: Act as a source of encouragement, motivation and inspiration A continuous Process: coaching is an ongoing relationship so there should be a continuous interaction with team members to be a successful coach. Module 6: Motivation Team Motivation: Motivation: effective leaders are able to motivate and inspire followers Definition: motivation is the ability to persuade either yourself or another individual to move to action to achieve a specific goal Move to action: to motivate means to move to action, an effective leader knows each member of their team and is able to adapt his or her motivational style to stimulate action based on individual follower. Desires and Needs: What do people want: determine what team members want from their job, this is an important aspect of motivation. Following are some factors that increase job satisfaction: Achievement: achievement is a sense of accomplishment or successful closure of a task or activity. Recognition: is the acknowledgment of an individuals or groups efforts, accomplishment or contribution. Challenge: usually team members express the desire to do something challenging. Responsibility: job satisfaction increases when individuals feel responsible for their own work. Growth and development: team members usually have the desire to develop and grow both personally and professionally. Encouraging Performance: Know what encourages: Remove any vagueness from work 8

 Demonstrate your confidence in team members Act as the intermediary between team members and upper management Know what discourages: Treating team members as employees Telling employees what to do and not involving them in the decision making process Not providing adequate resources to complete the assigned goals. Morale: Morale is the state of the psychological readiness of a person or a team as exhibited by confidence, cheerfulness, discipline and willingness to perform a task. Classification of problems that result in low morale: Personal problems Job-related problems Examples of personal problems: Marital problems Sickness Death in the family Examples of job-related problems: Unattainable goals Lack of relevancy Lack of security Lack of autonomy Lack of belonging Partiality in the workplace Broken trust by leadership. Improving Morale Creating an environment for environment: some suggestion to keep team members motivated and improve morale: Build support relationships with team members Keep team members focused on goals Continuously listen to team members Recognize achievements Remove distractive and negative elements Continuously affirm team members and their role in the team Respect and acknowledge the relevancy of team members personal desires Create job and non job related opportunity. Building Loyalty in a team: Loyalty: is the feeling or attitude of devoted attachment and affection to an individual, group, organization or task. Strategies for building loyalty in teams: 1. Provide equitable compensation and benefits 2. Provide recognition and acknowledgement 3. Create a culture of ownership 4. Create opportunities for fun and play 5. Create a learning environment