Leadership Skills

LLeadership Skills
d hi Skill
for Managers
for Managers
Prepared by: Bassem El Ahmar
Contents
A request to participant The team leader
Understand basic human skills Team building functions
Fundamental of leadership & management Leader as people developer
Difference between manager & leadership Employee development & learning plan
Six leadership functions Leader as task allocator
Leaders communicate Steps to delegate effectively
Prepared by: Bassem El Ahmar
Leaders are communicator Leader as motivation stimulator
Instructor: Dr. Yousif Jammal
Leaders &Course Title: Life Career [MBA]
emotions Leader as self direction

Fall 2009 2010
Fall 2009 –
Nine skills of leadership Leader professionalism
AUCE
Team building is role of leader
3 A R EQUEST TO PARTICIPANTS
Be enquiring
Be enthusiastic
B
Be engaged
d
Prepared by: Bassem El Ahmar / Instructor: Dr. Yousif Jammal / Course Title: Life Career [MBA] / Fall 2009 – 2010 / AUCE
4
U NDERSTANDING B ASIC
H UMAN S KILLS
Building
B ildi
Acting Learning
Relationship
• Responsive • Learn from • Self
• Proactive experience • Individual
• Alert • Listen to • Organization
learn • Environment
• Enable
learning
5
H UMAN S KILLS [ . ] CONT
Thinking Feeling Seeing
• Creative
Creative • Awareness • Visualize
• Innovative • Sensitive • See image
• Uncommon • Energetic • See focused
• Empathy
6
H UMAN S KILLS [ . ] CONT
Being Self
B i S lf [as conclusion]
• Envision
• Differentiate
• Lead
• Create future
7
F UNDAMENTAL OF
L EADERSHIP & M ANAGEMENT
Leadership
~ Generating
~ Promotingg
~ Future oriented
M
Management
t
Executing direction
Process oriented
8
D IFFERENCES B ETWEEN A
M ANAGER AND A L EADER
Manager Leader
Process oriented
Process oriented Vision oriented
Vision oriented
Protects self Protects staff
Approaches decisions Approaches decisions
cautiously
i l actively
Career oriented Staff oriented
Listens selectively
Listens selectively Listens actively
Listens actively
Avoids conflict Deals with conflict
Unclear regarding trust
g g Trusted
9 S IX L EADERSHIP F UNCTIONS
R E F E R S TO A C T I V I T Y 0 2
Envisioning
Strategy and objectives
Planning
Planning
Organizing
Monitoring and Evaluation
Communicating
10 L EADERS C OMMUNICATE
~ Ability to Communicate is a
prerequisite for leaders
prerequisite for leaders
~ The best way
to communicate
is through
behaviour
behaviour.
11 L EADERS C OMMUNICATE
[ C O N T. ]
~ Communication performs four
tasks:
tasks:
| Creates awareness
| Facilitates change
| Builds relationships
| Enables followers to reach goals
12
L EADERS ARE
C OMMUNICATORS
While communicating a leader must
focus on
focus on
~ Words or language
~ Physical appearance
~ Body language & Facial expressions
~ Listening and sensing ‐ awareness
~ Eye contact and See data
Eye contact and See data
13 L EADERS & E MOTIONS
Leadership is intrinsically an
emotional process
emotional process
Leaders displaying
~ Excitement
~ Energy
gy
~ Enthusiasm
14 N INE S KILLS OF L EADERSHIP
R E F E R S TO E X E R C I S E 0 2 [ K I N D O F G A M E ]
Ability to create enthusiastic followers
Ability to take a discontented view of
the world in a constructive way
Ability to learn all along ‐ consider
themselves work in progress
[ C O N T. ]
Ability to demonstrate a good
understanding of human nature
understanding of human nature
Ability set higher targets for
themselves
themselves
Ability to rely on a set of values and
beliefs as their guiding light
beliefs as their guiding light
[ C O N T. ]
Ability to laugh at themselves
Ability to harness thinking – own
& others
Focus on getting things done
17 T EAM B UILDING R OLE OF L EADER
Team Individual
Task
18 T HE T EAM L EADER
For Team leader
~ Keep the team alert to the organization’s
goals and surroundings
~ Mold and hold the individual team
members into a dynamic interactive
members into a dynamic, interactive,
high‐performance unit
19 T HE T EAM L EADER [ C O N T. ]
~ Help them by developing their talents to
optimum capacity
ti it
~ Help them learn what they don’t know
~ Help them to perfect what they do know
~ Coach and prepare them for change and
h d h f h d
to be ready for future
20 T EAM BUILDING F UNCTIONS
Setting and maintaining group standards or
norms for behavior
norms for behavior
Ensuring proper understanding of an
individual to the common goals
individual to the common goals
Helping team members
take charge
take charge
of their Jobs
21 L EADER AS P EOPLE D EVELOPER
Leadership is about developing leaders, no
followers
Leadership is about
~ Creating a legacy
~ Drive the organization to new levels of success
22
L EADER AS P EOPLE
D EVELOPER [ . ] CONT
Leader
Employee
Employee Development &
Learning Plan
Learning Plan
23
E MPLOYEE D EVELOPMENT &
L EARNING P LAN
Managers Benefit
• Share responsibility
• Get a clearer picture of employee’s interests and goals
• Energize & retain employees
Energize & retain employees
Employees Benefits
• Reflect on and communicate their own interests
Reflect on and communicate their own interests
• Volunteer for participation in satisfying assignments
• Relate personal goals to the bigger picture
• Seek feedback about specific development
Seek feedback about specific development
24
E MPLOYEE D EVELOPMENT &
L EARNING P LAN [ . ] CONT
Things to consider in designing
development plan
development plan
~ Identify the core competencies for every
l l f
level of employee in the organization
l i th i ti
~ Understands that each person learns
differently and that employees needs to
differently and that employees needs to
have tailored learning plans that suit
their learning styles
25 L EADER AS TASK ALLOCATOR
Delegation
What to Delegate
Who to delegate
[ C O N T. ]
g
Delegation
• The assignment of authority
to another person to carry
out specific activities
• It allows an employee to
make decisions
[ C O N T. ]
a o e ega e
What to Delegate
• Recurring and routine tasks
• Tasks that would increase or develop
T k th t ld i d l
an employee’s skills or knowledge
• Occasional duties or tasks
• Tasks I do that are in someone’s area
of expertise or interest
[ C O N T. ]
Who to Delegate
Who to Delegate
• A person who is already able and willing
t t k
to take on responsibility for doing a task
ibilit f d i t k
• A person who wants to learn the task in
order to develop or extend their skills
• A person who wants to make their job
more interesting and challenging
29
S TEPS TO D ELEGATE
E FFECTIVELY
Clarify the assignment
Clarify the assignment
Specify the employee’s range of
discretion
Allow the employee to
participate
Inform others that delegation
has occurred
has occurred
Monitor results
30
L EADER AS M OTIVATION
S TIMULATOR
Leaders establish the vision for the future and set
gy g g
the strategy for getting there
Motivate and inspire others
to go in the right direction
Willingness to exert high level
of effort to reach
organizational goals
i i l l
31
S TIMULATOR [ . ] CONT
Three C
Three C’ss of Motivation
of Motivation
Collaboration Content Choice
32
Leader as
Motivation
Stimulator
Create &
Inspire by communicate a
Example clear vision of the
goals
33
Inspire by Example
~ Be clear
B l
~ Sharing
| Excitement
| Stories
| Experience
p
~ Focus on others dreams
~ Get to know employees
Get to know employees
34
Create & communicate a clear vision
of the goals
of the goals Refers to Activity 02
~ Be clear about the goals to your team
~ Develop plans for achieving goals
~ Identify the unique talents & abilities
of your team
f t
~ Keep the vision in front & center
35 L EADER AS S ELF D IRECTION
A Simple Time Management Plan
~ Get Started
~ Get into a routine
~ Do not say yes to too many things
~ Do not commit yourself to unimportant activities,
no matter how far ahead they are
~ Divide large tasks
36 L EADER AS S ELF D IRECTION
[ C O N T. ]
~ Do not put unneeded effort into a project
~ Deal with it for once and for all
l h f df ll
~ Set start and stop times
~ Plan your activities
37 L EADER P ROFESSIONALISM
R E F E R S TO E X E R C I S E 0 1
Beliefs Values
Skill
Skills T it
Traits
[ C O N T. ]
Leadership Traits
L d hi T i
Forward
Honesty Competent Inspiring Intelligent
looking
[ C O N T. ]
Broad Straight
Fair minded Courageous Imaginative
minded forward
[ C O N T. ]
Attributes
Standard
Standard
Developer Integrators
Bearers
[ C O N T. ]
Perspective of Traits
(acronym ‐ JJ did tie
buckle)
~ Justice ~ Enthusiasm
~ Judgment
g ~ Bearingg
~ Dependability ~ Unselfishness
~ Initiative ~ Courage
~ Decisiveness ~ Knowledge
~ Tact ~ Loyalty
~ Integrity ~ Endurance
42
A RE MANAGERS LEADERS ?
A RE LEADERS MANAGERS ?
Managers need to be leaders, their workers
g
need vision and guidance
Leaders need to be good managers of the
resources entrusted to them
} In matters of style, swim with the current
In matters of principle, stand like a rock
• Tomas Jefferson

Leadership Skills

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Leadership Skills

Uploaded by

Copyright:

Available Formats

LLeadership Skills

Understand basic human skills Team building functions

Fundamental of leadership & management Leader as people developer

Six leadership functions Leader as task allocator

Leaders communicate Steps to delegate effectively

Thinking Feeling Seeing

Collaboration Content Choice

You might also like

Leadership Skills

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Leadership Skills

Uploaded by

Copyright:

Available Formats

LLeadership Skills

 Understand basic human skills  Team building functions

 Fundamental of leadership & management  Leader as people developer

 Six leadership functions  Leader as task allocator

 Leaders communicate  Steps to delegate effectively

Thinking Feeling Seeing

Collaboration Content Choice

You might also like

Understand basic human skills Team building functions

Fundamental of leadership & management Leader as people developer

Six leadership functions Leader as task allocator

Leaders communicate Steps to delegate effectively