leadership skills done

7/31/2019 Leadership SKills DONE

1/39


2/39

In todays business world organizations do notcompete with their products

They compete through using their most valuableresource, their people, to maximum effect

What are skills?

It is the ability coming from one's knowledge,practice, aptitude, etc., to do something welle.g. Carpentry is a skill.


3/39


4/39

Cultural Flexibility: Cultural awareness and sensitivity.

Communication Skills: Include listening andcommunicating effectively.

HRD Skills: Includes conducting training programs,transmitting experience, counseling, creatingorganization change.

Creativity: Problem-solving, innovation.

Self Management of Learning: Need for continuous

learning. Should be self learners.


5/39

Verbal communication (including listening) Time management & stress management Managing individual decisions Recognizing, defining & Solving decisions Motivating & influencing others Delegating

Setting goals & articulating a vision Self-awareness Team-building Managing conflict


6/39

Participative & Human Relations (supportivecommunication & Team building)

Competitiveness & control (power &influence)

Innovativeness & entrepreneurship (creative

problem solving)

Maintaining order & rationality (Timemanagement & rational decision making)


7/39

Skills are behavioural.

Skills in several cases are paradoxical orcontradictory. (soft skills & hard skills orteamwork & individualism).

They are interrelated & overlapping.There is multi skilling.


8/39

1. Developing Self Awareness2. Managing Stress

3. Solving Problems Creatively

4. Communicating Supportively5. Gaining Power and Influence

6. Motivating Others7. Managing Conflict

PERSONAL SKILLS

INTERPERSONALSKILLS


9/39

Determining values and prioritiesIdentifying cognitive styleAssessing attitude toward change

Coping with stressorsManaging timeDelegating

Using the rational approachUsing the creative approachFostering innovation in others

Managing

Stress

Solving

Problems

Creatively

Developing

Self-Awareness


10/39

ManagingConflict

GainingPower &Influence

CommunicatingSupportively

MotivatingOthers

CoachingCounselingListening

Identify Poor Performance

Create Motivating Environment

Rewarding Accomplishments

Gaining PowerExercising InfluenceEmpowering Others

Identifying CausesSelecting StrategiesResolving Confrontations


11/39

Ability to communicate effectively & clearly.

Being able to interpret other peoplesemotions

Ability to establish effective and cooperative

relationships.

E.g. Effective communication, body language,listening, empathy, empowerment.


12/39

The organizational context of how interpersonal skillsare used can be shown by the vast number ofinterpersonal interactions such as:

Conversation Feedback Feed forward Delegation Humor Trust

Expectations Values Status Compatibility


13/39

Conversation is defined as informalinterchange of thoughts, information etc.,

between two or more conversants.

Conversation is a mode of Communication


14/39

T = Think before you speak

A= Apologize quickly when you blunderC= Converse, dont competeT = Time your commentsF = Focus on behavior not personalityU = Uncover hidden feelingsL = Listen to feedback


15/39

Is the information about the result of aprocess which is used to change the

process itself.

Providing feedback is acritical task for a leader.


16/39

Focus on behavior, not personality

Focus on descriptions, not judgments

Focus on specific situations, not onabstract judgments

Focus on here and now not then andthere

Focus on sharing perceptions and feelingsnot giving advice


17/39

Feedforward refers to giving a pre-feedback to aperson or an organization from which you areexpecting a feedback.

Provides direction for future performance.

Enforce positive energy.

It is faster than feedback.E.g.If people think a bank is going to fail, theirwithdrawal of deposits actually causes a healthyand strong bank to crash.


18/39

Delegation is the assignment of authority andresponsibility to another person (normally from amanager to a subordinate) to carry out specificactivities

The accountability of the delegated work remainswith the person who delegates work.

Delegation helps in building skills

Motivates the team

Common goals are achieved.


19/39

1. Define the task2. Select the individual or team

3. Assess ability and training needs4. Explain the reasons5. State required results6. Consider Resources Required7. Agree deadlines8. Support & Communicate9. Feedback on results


20/39

Humor is the tendency of particular cognitiveexperiences to provoke laughter and provide

amusement.

The majority of people are able to experiencehumor, i.e., to be amused, to laugh or smileat something funny, and thus they areconsidered to have a sense of humor


21/39

A sense of humor is part of the art ofleadership, of getting along with people, of

getting things done."~Dwight D. Eisenhower

When used effectively, humor can releasetension, create rapport, and build strongerteam relationships.


22/39

Trust is both and emotional and logical act.

Emotionally, it is where you expose your vulnerabilities topeople, but believing they will not take advantage of your

openness.

Logically, it is where you have assessed the probabilities ofgain and loss, and concluded that the person in questionwill behave in a predictable manner

Trust and confidence in top leadership is thesingle most reliable predictor of employeesatisfaction in an organization


23/39

The success of leadership is fully dependent on thetrust of people on their leader.

Building trust is a the crucial task & can helpdevelop good relationships with people.

Constantly changes as two people interact.

Hard to build and easy to destroy.

Cooperation increases trust - competition decreasesit.


24/39

Integrity

honesty and truthfulness.

Competence

an individuals technical and

interpersonal knowledge andskills.

Consistency

an individuals reliability,predictability, and goodjudgment in handlingsituations.

Loyalty

the willingness to protect and

save face for another person.

Openness

reliance on the person to giveyou the full truth.


25/39

To look forward to get something fromothers.

Expectations are 2 ways i.e. Expectationsfrom the Leader and Expectations from thefollowers (subordinates).


26/39

Values can be defined as those things that are importantto or valued by someone. That someone can be anindividual or, collectively, an organization.

Values are what an organization stands for, and should be

the basis for the behavior of its members. They aredeveloped through culture, tradition and the surroundingsof the individual.

By identifying your core values and announcing them to

your organization, you are saying, I/We are accountablefor these behaviors. This is what we stand for and this ishow we will behave in the day-to-day course of doingbusiness.


27/39

Is the position & respect person gets from thesociety.

Leadership status affects cognitiveperformance of people


28/39

Molding the facts & issues as per therequirement by understanding the strengths.

Compatibility is the adjustment the leaderhas to do with the group & objects.

Its makes leadership effective.

The success of compatibility isdepends on the wellunderstanding, goodcommunication & relationships


29/39

Great Team

LEADER AS A TEAM BUILDER

Clear Goals

Clear measures of

performance

Clear job roles

Team identity and

spirit

Sense of fun and

enjoyment

Open and honest

communication

Task People

Effective Leaders developand nurture


30/39

Cultivate a cohesive team

Promote team problem solving

Be loyal to your members

Help your members to manage andlearn from their challenges

Care about your members

Leader as

Team Builder


31/39

LEADER AS TEAM BUILDER

Cultivate a

cohesive team

Know when to step in and when to

stay out of team conflicts. Plan occasional team events that let

people get together without the

pressures of work.


32/39


Promote teamproblem solving

Be accessible for consultation with

your employees if problems arise, but

don't micromanage.

Establish a guideline that whenever

employees bring you a problem, they

are expected to also bring you at leastone possible solution.


33/39


Be loyal to your

team member

Be the voice of your team at the

management table.

Share the credit with your team for its

achievements and ensure that those

above you know about its successes.

Don't publicly point a finger when

something goes wrong.


34/39


Help your

members to

manage and learn

from their

challenges

Find out what gets in the way of their

doing their best.

Delegate, but don't abdicate.


35/39


Care about your

members

Make small talk with your employees

when the opportunity presents itself.

Greet employees by name when you

make first contact each day.

Be a positive, encouraging force.


36/39

INTERESTING FACTS

ABOUT SOMELEADERS


37/39

Fidel Alejandro CastroRuz

A Cuban politician, and the

President of the Council ofState of Cuba until his

resignation from the office

in February 2008.

He holds the Guinness

Book of Records title forthe longest speech ever

delivered at the United

Nations: 4 hours and 29

minutes, on Sept. 29,

1960.His longest speech onrecord in Cuba was 7 hoursand 10 minutes in 1986 at

the III Communist Party

Congress in Havana.


38/39

Napoleon Bonaparte

Was a military andpolitical leader ofFrance and Emperor ofthe French asNapoleon I, whoseactions shaped

European politics in theearly 19th century.

He could dictateseveral different lettersaddressed to differentpeople at the sametime, jumping from oneto the other. Hismemory was incredibleas was hisconcentration.


39/39

Queen Elizabeth II

Is queen regnant of 16independentsovereign statesknown as the

Commonwealthrealms

Regarded herself as aparagon ofcleanliness. Shedeclared that shebathed once everythree months,whether she neededit or not.

leadership skills done

Documents