LEADERSHIP

Presented by:
MUTYA BERNARD
 INTRODUCTION
• Leadership is the ability to develop a vision that motivates
others to move with a passion toward a common goal.
• So leadership is a process by which a person influences
others to accomplish an objective and directs the
organization in a way that makes it more cohesive and
coherent.
 DEFINITION
• leadership is the “process of social influence in which
one person can enlist the aid and support of others in
the accomplishment of a common task”. M
Chemers.
• "Leadership is ultimately about creating a way for
people to contribute to making something
extraordinary happen." Alan Keith.
 FOUR FACTORS OF LEADERSHIP
• Leader - You must have an honest understanding of who you are, what
you know and what you can do. To be successful you have to convince
your followers not your superiors, that you are worthy of being followed.
• Follower -You must know your people. The fundamental starting point is
having a good understanding of human nature such as needs, emotions
and motivation.
Continuation…
• Communication-The nonverbal communication is leading. E.g.- when
you set example that communicates to your people that you would not ask
them to perform anything that you would not be willing to do. Bad
communication harm the relation between leader and employee
• Situation-We must use our judgment to decide the best course of action
and the leadership style needed for each situation. What we do in one
situation will not always work in another.
 TYPES OF LEADERS
• Designated – The person assigned to lead and organize a
designated core team, establish clear goals, and facilitate
open communication and teamwork among team members
• Situational – Any team member who has the skills to
manage the situation at hand
 STYLES OF LEADERSHIP
• The three major styles of leadership are;
1. Authoritarian or autocratic
2. Participative or democratic
3. Delegative or Free Reign
 AUTOCRATIC

• The authoritarian leader makes decisions alone as

power is centralized in one person. Decisions are
enforced using rewards and the fear of
punishment. it is an abusive, unprofessional style
called “bossing people around.”
•
 Democratic-
• The participative leader include one or more employees in the decision
making process. Communication flow freely; suggestions are made in
both directions. The participation encourages member commitment to the
final decision.
 Laissez-faire
• - The free-rein leader gives power to subordinates to make the decisions.
However, the leader is still responsible for the decisions that are made.
This is used when employees are able to analyze the situation. Deligative
style is generally not useful
 Theories of leadership

• Trait theory-
• Behavioral Theory-
• Contingency theory-
 Trait theory-

• The Trait Approach arose from the “Great Man” theory as a way of
identifying the key characteristics of successful leaders. It was believed
that through this theory critical leadership traits could be isolated and that
people with such traits could then be recruited, selected, and installed into
leadership positions. This theory was common in the military and is still
used as a set of criteria to select candidates for commissions.
 Behavioral Theory-
• These theories of leadership are based upon the belief that great leaders
are made, not born.
• Rooted in behaviorism, this leadership theory focuses on the actions of
leaders not on mental qualities or internal states.
• According to this theory, people can learn to become leaders through
teaching and observation. The behavior approach says that anyone who
adopts the appropriate behavior can be a good leader.
 Contingency theory-

• In Contingency theory of leadership, the success of the leader is a function of

various contingencies in the form of subordinate, task, and/or group variables.
The Leaders who are very effective at one place and time may become
unsuccessful either when transplanted to another situation or when the factors
around them change.
• This helps to explain how some leaders who seem for a while to have the
'Midas touch' suddenly appear to go off the boil and make very unsuccessful
decisions.
 Path-Goal theory-

• According to path-goal theory, the leader’s responsibility is to increase

subordinates’ motivation to attain personal and organizational goal. A
person may do these by adopting a certain leadership style, according to
the situation
 TRANSACTIONAL OR MANAGEMENT
THEORY
• The transactional theory of leadership, also called "management theory,"
states that leadership is a system of rewards and penalties. It views
effective leadership as results-focused and hierarchical. Transactional
leaders prioritize order and structure over creativity by rewarding
someone who meets a goal and penalizing someone who doesn’t.
 GREAT MAN THEORY
• The great man theory of leadership states that great leaders are
born with all the right personality traits such as intelligence,
courage, confidence, intuition and charm. A popular concept in
the 19th century, this theory asserts that you can't develop
leadership abilities—you either have them or you don't.
Opponents of this theory claim it's unrealistic in its basic
assumption.
THE TRANSFORMATIONAL THEORY
• The transformational theory of leadership, also called "relationship
theory," asserts that effective leadership is the result of a positive
relationship between leaders and team members. Transformational leaders
motivate and inspire through their enthusiasm and passion. They are a
model for their teams, emphasizing a collaborative work environment,
diplomatic communication skills, and efficient delegation.
WHO IS A LEADER?
 EFFECTIVE LEADERS
• Organize the team
• Articulate clear goals
• Make decisions through collective input of members
• Empower members to speak up and challenge, when appropriate
• Actively promote and facilitate good teamwork
• Are skillful at conflict resolution
 Promoting and Modeling Teamwork
Effective leaders cultivate desired team behaviors and skills through:
• Open sharing of information
• Role modeling and effective cuing of team members to use prescribed teamwork
behaviors and skills
• Constructive and timely feedback
• Facilitation of briefs, huddles, debriefs, and conflict resolution
 FACILITATING CONFLICT
RESOLUTION
• Effective leaders facilitate conflict resolution techniques through
invoking:
• Two-Challenge rule
• DESC script
• Effective leaders also assist by:
• Helping team members master conflict resolution techniques
• Serving as a mediator
 Challenges in Leadership

• Being a leader is not quite a cakewalk. Infact, to be very honest; managing

people is one of the most challenging tasks
• We all want to lead a team, but have we ever realized what are the
challenges faced by a leader?
• The biggest challenge in leadership is to listen to everyone’s opinions
and come to a mutually beneficial solution.
 Types of leadership challenges
1. External challenges
2. Internal challenges
 External challenges

• External leadership challenges derive from outside sources, such as

other employees in the workplace, the company itself, economical events,
or political events they include:
• Insufficient resources
• Shortage of funding
• Employee objection and resistance
• Social issues among employees inside the company
 Internal challenges

• Internal challenges are difficulties a leader may face in improving their

own professionalism. These challenges may include:
• Fear
• Lack of self-confidence
• Impatience
 The Seven Steps to Solving Problems
• 1 Identify the Issues.
• 2 Understand everyone’s interests.
• 3 List the possible solutions (options).
• 4 Evaluate the options.
• 5 Select an option or options.
• 6 Document the agreement.
• 7 Agree on contingencies, monitoring, and evaluation.
 The Seven Steps to Effective Conflict Resolution
• While these seven steps sound simple
enough to do, each step needs to be
carried out with respect for each other
and a willingness to be open to new
ideas.
 Step 1 Identify the issues
• Be clear about what the problem is.
• Remember that different people might have different views of what the
issues are.
• Separate the listing of issues from the identification of interests (that's the
next step!).
 Step 2 Understand everyone’s interest
• This is a critical step that is usually missing.
• Interests are the needs that you want satisfied by any given
solution. We often ignore our true interests as we become
attached to one particular solution.
• The best solution is the one that satisfies everyone's interests.
• Put down your differences for a while, listen to each other
with the intention to understand.
Step 3 List the possible solutions (options)

• This is the time to do some brainstorming. There

may be lots of room for creativity.
• Separate the listing of options from the
evaluation of the options.
 Brainstorm solutions

• When we brainstorm solutions

we need to have fun and come
up with as many crazy ideas as
we can.
• How many different solutions
can we possibly come up with?
 Brainstorm solutions

• When we brainstorm, any idea

is a good idea. Don’t judge or
criticize.
• Build off of each other’s ideas.
• A really good solution can come
from a crazy idea.
 Brainstorm solutions

• When you brainstorm ideas you

can help each other and work
toward the same goal…making
sure everyone’s needs are met.
 Step 4 Evaluate the options

• Once you have evaluated each idea from your

brainstorming session, together you will be able
to pick a possible win/win solution
• What are the pluses and minuses? Honestly!
• Separate the evaluation of options from the
selection of options.
 Evaluate the solutions

• This is not the time to start

putting down the other person’s
ideas.
• This is the time to suggest both
the strengths and the
weaknesses of each idea.
 Evaluating solutions

• Don’t use this step as a time to

become a bully, like taking
control or pushing your
solution.

• Be sincere, listen and take every

idea seriously.
Step 5 Select an option or options.

• What's the best option, in the balance?

• Is there a way to "bundle" a number of
options together for a more satisfactory
solution?
 Step 6 Document the agreement.

• Don't rely on memory.

• Writing it down will help you think through all
the details and implications.
Step 7 Agree on contingencies, monitoring, and
evaluation.

• Conditions may change. Make contingency

agreements about foreseeable future
circumstances (If-then!).
• Create opportunities to evaluate the agreements
and their implementation.