Advanced Leadership

1
Advanced Leadership

• Prepared by
• Sherif Eid

2
Part 1
Session 1
3
1- Definition of Leadership

• Directing and moving your team into a common
  goal.

4
2- Principles of Leadership
5
Influence

• It is the ability of a leader to affect the
  decisions or beliefs of a team to direct them
  into a common goals.

6
Power

• It is the ability to do certain changes or
  prevent them.
• Personal Power Based on a persons individual
  characteristics, and it stays with the individual
  regardless of his or her position in the
  organizational structure.
• Position Power Based on a managers rank in an
  organizational structure. and its given to the
  managers by superiors.

7
Legal Authority

• It is the power given to the leader to direct his
  team.
• This power comes from his position and his
  authorities.

8

• 3- Effective Leader Characteristics

9
Built in characteristics

• Optimism
• Power
• Balanced
• Trust
• Fidelity

• Intelligence
• Courage
• Honesty
• Humbleness
• Generous
• Firm

10
Acquired Characteristics

• Faith
• Knowledge
• Self Control
• Responsibility
• Maturity
• Bold
• Ambition

11
Social Characteristics

• Kindness
• Gentleness
• Equality
• Democracy
• Entrepreneur
• Forgiveness
• Anger control
• Accepting advice

12
4- Effective Leader Skills
13
Mental Skills

• Thinking
• Planning
• Innovating
• Creating
• Imagining

14
Personal Skills

• Relationships
• Communication
• Listening Skills
• Motivational Skills

15
Technical Skills

• Organizing
• Implementing
• Decision Making
• Problem Solving

16
5- Comparison between Leadership Management
17
Point of Comparison Leadership Management
1. Selection Selecting the best to do Selecting the best method to implement
2. Focus Defining the vision Setting hierarchy and putting systems
3. Efficacy Look after effectiveness Look after efficiency
4. Hierarchy Focus on the top of the hierarchy ( Top Management) Focus on the bottom of the hierarchy (Implementers)
5. Power Obtain from core values and principles Obtain from the organizations targets and productivities
6. Concerns Concerned about the relation between the team members Concerned about effort and productivity
7. Logic Emotion Focus on emotion Focus on logic
8. Expressing approach Prefer metaphor Prefer sticking to reality
18
Point of Comparison Leadership Management
9. Analyzing and grouping Tends to group issues Tends to analyze issues
10. Time Not limited with a time frame Limited with a time frame
11. Management Always focus on the next step Focus on the task on hand
12. Development and updating Focus on R D Focus on maintaining the existing environment
13. Questions Focus on Why and What Focus on How and When
14. Challenges Challengeable and always looking for innovation Accepts the existing situation and deals with it
15. Learning and Training Enhances his Skills through Knowledge Enhances his Skills through training
19
6- Leadership Theories
20
Theory Explanation Shapes and Types
Functional Theory Concerned on studying the tasks of leadership Shape Bureaucratic Type Individual management
Situational theory Focus on the Leaders attitudes in different situations Shape -Autocratic Type Managerial Military Individual
Trait Theory Focus on the personal characteristics and culture of a Leader ShapeConvincing Type Managerial Collective
Motivational Theory Focus on interactions and the integration and major changes in the leadership Shape Democratic Type Collective
21
Theory Explanation Kinds and Types
Inspirational Theory Focus on charisma and talents of a leader Shape Consulting Type Collective
Transitional Theory Focus on the process of exchanging between the leader and the followers. The leader tends to use the carrot and stick method with the followers. Shape Convincing Consultation - Democratic Type Collective
Principle centered Theory Focus on the principles of justice, mercy, effectiveness and efficiency Shape Convincing Consultation - Democratic Type Collective
22
Part 1

• Session 2

23
Effective leaders Role

• Thinking
• Directing
• Changing
• Moving
• Motivating

• Stimulating
• Delegating
• Training
• Creating the Environment
• influencing

24
Thinking

• Focus on grouping, analyzing and utilizing the
  information to serve thinking.
• Clear vision and mission for the team he is
  leading.
• Capable to see the situation from different
  angles.
• Having a long term vision for the future.
• Focus on the organizations core values in all
  decision making.

25
Directing

• Capable of determining his goals, detailed plans
  and programs.
• Own the art of delivering information to his team
  members.
• Problem solver and able to defeat team conflicts.

26
Changing

• R D is one of the main concerns of a leader.
• The ability to accept challenge and any
  innovative thoughts that can help his team.
• Defeating the fear of change by creating a
  healthy environment.

27
Moving

• Finding potentials, utilizing and moving it
  towards targets.
• Maintaining high team spirit.
• Helping Individuals and motivating them to do
  their jobs.
• Creating opportunities for healthy competition
  between team members.

28
Motivating

• Appreciating and highlighting achievements and
  special accomplishments.
• Encouraging and responding to human preferences.
• Letting team members to express their emotions
  and perceptions impulsively.
• Creating job security.

29
Stimulating

• Using targets goals, and utilizing the human
  materialistic resource to achieve the highest
  level of efficacy.
• Trying to achieve high level of commitment and
  loyalty from the team members.
• Bonding the personal success to the teams
  success and not vice versa.

30
Delegating

• Reducing the usage of position power to the
  minimum.
• Reducing the need of the team for the leader in
  each and every detail.
• Distributing responsibilities and letting the
  team members take ownership in the decision
  making.
• Using delegation as a part of practical training.

31
Training

• Focus on satisfying the actual training needs for
  the team.
• Treat all the team members as a material that can
  be developed.
• Using training as a motivational item to increase
  your team members delight.

32
Creating the Environment

• Creating harmony between team members and
  confronting the factors of stress.
• Building trust between team members, leaders and
  their organization.
• Highlighting the positive effect of long term
  human relationships and encouraging them
  (friendship).
• Using the art of empathic listening.
• Seek to understand before seeking to be
  understood.

33
Influencing

• Effective leader is more concerned about we win
  instead of I win.
• Applying carrot and stick theory.
• High ability to control himself with patience.
• Has high sense of humour.
• Understand people and deals with them despite
  their mistakes.

34
Part 1

• Session 3

35
1- Creating and Developing a Leader
36
Choosing a leader between your team members

• Searching
• Experimenting
• Evaluating
• Preparing
• Assigning
• Hiring

37
Searching

• Its the phase where the organization picks a
  group of people to study their social, cultural,
  political and educational backgrounds.

38
Experimenting

• Its the phase where the organization tests the
  group that has been chosen in the previous
  phase.
• The group in this phase are subjected to
  supervision and experimenting through their daily
  activities and different situations.

39
Evaluating

• Its the phase where the organization starts
  diagnosing, reviewing and evaluating the group
  depending on a number of standards that had been
  put by the organization.
• Evaluation is used to identify the
  characteristics and capabilities of the group,
  and it should be done by analyzing their
  performance in a scientific way.

40
Preparing

• After recognizing the characteristics, weaknesses
  and capabilities of the group, the organization
  starts to classify the training needs according
  to the practical need.

41
Assigning

• After preparing the chosen group of potential
  leaders through the previous stages theoretically
  and practically, and after knowing their
  capabilities better, the organization starts to
  assign various tasks and duties for a certain
  period of time.

42
Hiring

• In this phase we start hiring the suitable
  potentials in the suitable positions according to
  the their capabilities and qualifications.

43
2- Characteristics of Future Leaders

• Has a vision
• Has a long term plan
• Has high goals and scales and knows how to
  achieve his dreams
• People respects him and he can act as a role
  model for them
• Expresses his emotions with a human touch
• High self confidence and self esteem
• Not defensive and open minded
• Proactive and self motivated
• Problem solver
• Good listener and know how to express others
  opinions

44
Characteristics of Future Leaders

1. He knows how to grab peoples attention
2. Uses metaphors and symbols
3. Stimulate his followers mentally to get
   innovative ideas
4. Cares about people around him especially on an
   individual level
5. Tends to achieve his follower's needs
6. Encourages thinking, criticizing and opposition
7. Tends to learn new scientific techniques and
   methods
8. Innovative and a risk taker
9. Believes in team work

45
Part 1

• Session 4

46
Leadership Charisma
47
Definition of Charisma

• It is the quality that makes people want to
  follow you it is also the ability to inspire and
  influence without the use of logic.
• "Charisma" is a Greek word meaning "gift of
  grace."

48
How to build Charisma

1. Act with credibility- Those who are inconsistent
   in their behavior repel people while those who
   are consistent in their behavior draw people to
   them. To be influential, have integrity. Speak up
   for what you believe, then act accordingly.
2. Be interested- Be truly interested in the other
   person. Treat him or her as the most important
   person you'll interact with that day - a VIP.
   Smile at them.
3. Extend respect- A few interaction skills that
   make a big difference to a respectful atmosphere
   in your organization include not interrupting
   conversations, asking if the person has time to
   talk, and listening to ideas.

49
How to build Charisma

1. Deliver sincere compliments- People you work with
   do care what you think about them. They
   appreciate your mentioning their good work. When
   you do recognize them, be specific in your
   compliments.
2. Accept sincere compliments- Deflecting a
   compliment often draws unwanted attention and put
   down both you and the person offering the
   compliment. Just say, "Thank you." You'll be
   pleased with how sociable you become.
3. State what you are FOR, not AGAINST- People don't
   like nor do they cooperate with people who they
   think are against them. When you are against
   something, the person thinks you are against them
   personally. When you are for something, you begin
   focusing on the potential for positive change.
   You start the process of collaboration. You
   become a powerful person.

50
How to Use Charisma to Become an Influential
Leader

• 1. Awareness Of How You Feel  Start being more
  attentive to your actions and reactions to
  different situations in your life. Self awareness
  is essential before we can control how others
  feel or perceive us.
• 2. Elevate Your Mood A cheerful mood is
  contagious and a powerful way to make yourself
  more magnetic.
• 3. What Is In It For Them Try to make everyone
  else feel important. Make them feel like they are
  the most important person in the room. If you
  want to be more charismatic take the time to
  listen and get to know someone.

51
How to Use Charisma to Become an Influential
Leader

• 4. Flaunt Your Knowledge We all have a special
  knowledge of something. Let others know what
  excites you, what motivates you to get up
  everyday. Share your ideas and beliefs. Make sure
  you keep fact and opinion separate in order to
  maintain your credibility.
• 5. Improve Your Look Appear alluring. Personal
  hygiene, grooming, and how you dress greatly
  impact how you feel about yourself and how others
  will perceive you.
• 6. Show Sincere Empathy Simply listening and
  conveying empathy will increase your personal
  magnetism. If you want to influence others,
  sincere empathy is probably the most important
  trait you can display. If people think that you
  don't understand them, you will have a difficult
  time influencing them.

52
How to Use Charisma to Become an Influential
Leader

• 7. Be A Story Teller Everyone loves a good
  story. Stories make events memorable, helps in
  learning, and makes the story teller interesting.
  
• 8. Make Their Name A Priority Everyone loves
  hearing their own name. Focus on saying their
  name at the introduction and when you are
  finished talking to them.
• 9. Show Gratitude Being appreciative for what
  you have is a key to happiness and a cheerful
  disposition, both of which make you more
  attractive to others.
• 10. Add A Little Humor All people like someone
  who makes them laugh. Some people are naturally
  funny or witty. Learn your personal style for
  using humor and use it regularly in appropriate
  settings.

53
What do Charismatic Leaders do?!

• Have idealized vision of the future.
• Superb communication skills (use stories
  non-verbal strategies.)
• Inspire trust using faith and hope.
• Make people feel capable of achieving goals.
• Engage in emotional appeals.
• Use drama and exceptional influence approaches.
• lay yourself open to personal risk and self
  promote continuously.
• Many create major changes in the situations in
  which they operate.

54
Sources of Charisma

• Personal Power is the main source of charisma
• Expertise,
• Special knowledge,
• skills,
• experience,
• or personal character
• Are what attracts followers attribution about
  the characteristics of a leader (which also
  involves ongoing interactions and impression
  management)

55
Effects of Charisma
56
Positive Effect Negative Effect
Trust the leader. Deception, manipulation, and mistreatment of followers.
Begin to hold beliefs similar to those of the leader. Convince followers to take great and sometimes deadly risks.
Have affection for the leader. Followers may give up thinking for themselves and blindly obey leader.
Identify with and attempt to copy the leader. May lead followers to illegal, unethical, or socially irresponsible ends.
Emotional involvement in goals and mission of leader.
Extra-role commitment.
57
Ethics of Charismatic Leadership

• The double-edged sword of charismatic leadership
  is eagerly seen in the impact on followers.
• Ethical charismatic leaders convert followers
  into leaders. By expressing confidence in
  followers' abilities to accomplish collective
  goals and encouraging them to think on their own
  and question established ways of doing things,
  they create followers who are more capable of
  leading themselves.
• Followers feel independent, confident, powerful,
  and capable. They eventually take responsibility
  for their own actions, gain rewards through
  self-reinforcement and -- like their leader --
  establish a set of internal standards to guide
  their actions and behavior.

58
Unethical Charismatic Leader

• Uses power only for personal gain or impact
• Promotes own personal vision
• Criticize critical or opposing views
• Demands that own decisions be accepted without
  question
• One-way communication
• Insensitive to followers' needs
• Relies on convenient external moral standards to
  satisfy self-interests.

59
Ethical Charismatic Leader

• Uses power to serve others
• Aligns vision with followers' needs and
  aspirations
• Considers and learns from criticism
• Stimulates followers to think independently and
  to question the leader's view
• Uses open, two-way communication
• Coaches, Develops, and Supports followers
• Shares recognition with others
• Relies on internal moral standards to satisfy
  organizational and societal interests.

60
A Theatrical Perspective on Charismatic Leadership
61
Charismatic Leadership

• Is an Impression Management process enacted
  theatrically in acts of
• Framing,
• Scripting,
• Staging,
• And Performing.

62
Charismatic Leadership

• Framing- a quality of communication that causes
  others to accept one meaning over another.
• Scripting- the development of a set of directions
  that define the scene, specifies the actors to be
  cast, outlines expected behavior, cues when
  events occur actors enter exit.
• Staging- charismatic leaders stage-manage their
  performances.
• Performing- Show time. The charismatic leader
  takes the stage to enact scripted dialog and set
  up the frame to construct their charismatic
  character.

63
Charisma test

1. Do people tend to notice when you walk into a
   room?
2. Can you keep calm when those around you lose
   their temper?
3. Are you comfortable with the idea of being a
   group leader?
4. Would you describe yourself as being open to
   unconventional ideas?
5. Are you able to energize a group with your
   enthusiasm?
6. Do you believe that almost any situation can be
   changed for the better?
7. Do you find it easy to simplify complicated
   ideas?
8. Would you describe yourself as being passionate
   about the areas of your life that matter most to
   you?
9. Do other people tend to describe you as
   expressive?
10. Do you find it easy to hold other people's
    attention when you are talking to them?

64
Scoring

• Eight to 10 yes answers, highly charismatic
• 5 to 7, average charisma
• 0 to 4, you lack charisma.

65
Part 2
66
Evaluating Your Leadership Capabilities
67
Good Listener Risk Taker Target Oriented Curious
Active Respectable Modest Direct
Performing Self Confident Loyal Heady
Balanced Clear Open Minded Excited
Competitive Self Controlled Patient Strong
Creative Positive Innovative Happy
Resolved Social Responsible Fun
Discipline Adoptable Logical Mature
Passionate Firm Spiritual Optimistic
Fair Delighted Creditable Body Balanced
Flexible Sincere Knows his Flaws Productive
Diligent Trustworthy Has a Vision Proactive
Smart Reliable Ambitious Respect Emotions
Moderate Controlling Aware Reasonable
Emotional Vital Committed Not Insult able
Practical Far Sighted Brave Wise
68
Comparison between Leader and Manager
69
Manger Leader
Selects the best method to implement Selects the best to do
Focus on effectiveness Focus on influence
Manages Creates
Maintain and keep Develop
Focus on system and structure Focus on people
Depends on control Depends on trust
Systemize and utilize Leads to a clear direction
Focus on techniques, structure and systems Focus on philosophy, core values and common goals
Short term vision Long term vision
Asks how? And when? Asks what? And why?
Accepts the existing situation Challenges the existing situation
Focus on present time Focus on future
Develop steps and detailed schedules Develop visions and strategy
Risk avoider Risk taker
Uses position power Uses personal power
Had been given a position Takes the lead
70
Are you A Traditional Leader or A Helpful
Leader?
71
Traditional leader Helpful leader
Asks about results and work done, did you do that? What is the status of? Asks how can I help? What do you need from me? What can I provide you with to do the job better?
Measures the systematical productivity in terms of quantity as the productivity of individual per hour or profit divided on number of employees Measures productivity in terms of number of approaches leading to performance improvement without waiting for direct orders
Sees his colleagues as a very important production recourse Believes that people comes first and he cares about them personally
Sees that he is the boss Sees himself as the leader between equals
Sees himself as a profit generator for the stock holders and the owners Sees himself as a facilitator for other team members
His team sees him as the strict supervisor who is focusing on his ad the owners interests His team sees him as a wise, flexible and fun person who trust others and open minded to innovative ideas
72
Traditional leader Helpful leader
Encourages internal competition Limits internal competition and swap it with cooperation and integration
Have no time for people Always have time for people even for personal stuff
Tries to solve problems between different parties Goes the extra mile by even listening to the person who has an aggressive attitude
Tries to make his friends apply the companys policies Merges between the team to make sure that his innovative ideas would be supported to achieve companys vision
Asks obedience from his followers Sympathies with the team members but he would never accept below excellence
Thinks that the final success is all about excellent financial results Believes that the final success appears in the development of his team personally, professionally and their freedom to act and react
73
Five steps to be an Effective Leader
74

• To be an effective leader!!!
• To Increase your employees loyalty!!!
• To improve performance!!!

You need to do the following 5
Steps
? ? ? ? ?
75
Step 1 Learn To Lead

• The first thing you need to do is to proof that
  you can lead
• Be an Effective Leader.
• Teach your team how to think positively.
• Help them understand the strategic vision of your
  organization.

76
Step 2 Examine Expectations

• Employees want to see the result of their hard
  working and to share success, but most of the
  managers are results oriented, they want to
  achieve their targets, and they dont care about
  anything else!!!

77
Examine Expectation

• Put (?) in front of what you do
• Your Employee participates in setting his Job
  Description.
• Your Employee participates in distrusting the
  work flow between him and his colleagues.
• Your Employee get rewarded when he do good job.
• Your Employee can express his opinions without
  fear.
• Your Employee participates in taking decisions
  that are related to him.
• Your Employee participates in define the final
  look of your products and services.
• Your employee know your companys vision.
• Your employee has authorized enough to do his
  job.
• Your employee is responsible about the results of
  his decisions.
• Everybody in your organization gains from the
  results of the correct decisions
• You always focus on your employees satisfaction.

78
Examine expectation

• Give yourself one point for each (?) sign.
• Results
• Between 11-10 (You are managing a wonderful team)
• Between 9 8 (You are managing a good team)
• Between 7-6 (You are managing a weak team)
• Between 6 0 ( You dont deserve to be a leader)

79
Step 3 Be a good listener and provide them with
information

• Listening
• Providing Information

80
Step 4 Respect Employees feelings

• The more you respect your employees feelings,
  emotions, even desires, the more you gain their
  loyalty.

81
Step 4 Respect Employees feelings
Ask yourself those questions, and choose one of
the following answers. ( Always3 / Usually 2
/ Sometimes 1 / Rarely Zero) Do you meet
your team everyday with a smile? Do you walk
around them, just to say Hi, or to listen to
their needs? When you talk to them, do you look
and speak to them with respect? Do you involve
them in your decisions? Do you ask them for their
advices? Do you treat all of them fairly and
equally? Do you Share your Knowledge with
them? Do you call them with the best names they
like? Do you coach them in private when they do a
mistake?
82
Results

• Give Yourself 3 for Always/ 2 for usually/ 1 for
  Sometimes/ Zero for Rarely
• Between 27 - 21 (You treat your team with a very
  high respect)
• Between 20 14 (You treat your team with a
  normal respect).
• Between 13 7 (You treat your team with a very
  low respect).
• Between 6 0 (Revolution is very soon).

83
Step 5 Never Stifle personal growth innovation

• Encourage personal growth and innovation.
• Some People criticize mistakes, some other people
  suggest solution, but the best in all is help
  your team in find their solution and implement it.

84
Are You an Effective Manager

• Rate yourself by choosing one of the following
  answers.
• (Always3 / Usually 2 /
  Sometimes 1 / Rarely Zero)
• I am Expert in the technical part of my job.
• I run my business efficiently.
• I run my business according to the companys
  system
• I fully understand my companys vision and I am
  capable to deliver it to others.
• I am Productive on the personal level
• I have a system to review results and capture
  mistakes.
• I can deal with changes and variables easily.
• On the personal level I can work systematically
  and consistently.
• I can handle many tasks at the same time.
• I always encourage my team to improve the
  performance.
• I always look for a new techniques to develop my
  business
• I have a forecasting plan for my future business.

85
Results

• Between 36 - 31 ( You are an effective Manager)
• Between 30 25 ( You are a normal Manager)
• Between 24 - 20 ( You are a weak Manager)
• Between 19 0 ( You are not an effective
  Manager)

86
Part 3

• Session 1

87
Leadership Communication
88
Communication

• Is the process by which information and
  understanding are transferred between a sender
  and a receiver.

89
How Leaders Communicate

• Leadership means communicating with others in
  such a way that they are influenced and motivated
  to perform actions that further common goals and
  lead toward desired outcomes

90
Management Communication

• The traditional role of a manager is that of
  information processor.
• Managers spend some 80 of each working day in
  communication with others.
• Managers communicate facts, statistics, and
  decisions.
• Effective managers establish themselves at the
  center of information networks to facilitate the
  completion of tasks.

91
Leader Communication

• Leaders often communicate the big picture the
  vision- rather than the facts and pieces of
  information.
• A leader can be seen as a Communication
  Champion.

92
A Communication Champion

• A Communication Champion enables followers to
  live the vision in their day-to-day activities.
• Furthermore, they visibly and symbolically engage
  in communication-based activities.
• Whether they walk around asking questions or
  thoughtfully listen to a subordinates problem,
  the actions of Champions convey a Commitment to
  Communication.

93
Leading Strategic Conversations
94
Strategic Conversation

• Communication that takes place across boundaries
  and hierarchical levels about the group or
  organizations vision, critical strategic themes,
  and values that can help achieve desired outcomes.

95
Leaders facilitate strategic conversation by

1. Asking questions and actively listening to others
   to understand their attitudes and values, needs,
   personal goals, and desires.
2. Setting the agenda for conversation by
   highlighting the key strategic themes that are
   linked to organizational success.
3. Selecting the right communication channels and
   facilitating dialogues.

96
Creating an Open Communication Climate
97
Open Communication

• Leaders sharing all types of information
  throughout the company and across all levels.

98
Open Communication

• People throughout the organization need a clear
  direction and an understanding of how they can
  contribute.
• To build an open communication climate, leaders
  break down conventional hierarchical and
  departmental boundaries that may be barriers to
  communication.
• Trust is an essential element in effective
  leader-follower relationships because it inspires
  collaboration and commitment to common goals.

99
Part 3

• Session 2

100
Leading Teams

• 1- Teams in Organizations

101
What is a Team ?

• A unit of two or more people who interact and
  coordinate their work to accomplish a shared goal
  or purpose.

102
How Teams Develop

• Forming Stage of team development that
  includes orientation and getting acquainted.
• Storming Stage of team development in which
  individual personalities and conflicts emerge.
• Norming Stage of team development in which
  conflicts have been resolved and team unity
  emerges.
• Performing Stage of team development in which
  the major emphasis is on accomplishing the teams
  goals.

103
(No Transcript)
104
Leading Teams

• 2- Teams Types and Characteristics

105
Traditional Types of Teams

• Functional Team Team made up of a supervisor
  and subordinates in the formal chain of command.
• Cross-functional Team Team made up of members
  from different functional departments within an
  organization.
• Self-directed Team Teams made up of members who
  work with minimum supervision and rotate jobs to
  produce a complete product or service.

106
(No Transcript)
107
Leading Teams

• Understanding Team Characteristics

108
Understanding Team Characteristics

• One of a leaders most important jobs is to get
  the team designed right by considering such
  characteristics as size, diversity, and
  interdependence.
• The quality of team design has a significant
  impact on the success of teams.

109
1- Size

• Teams should be large enough to take advantage of
  diverse skills, yet small enough to permit
  members to feel an intimate part of community.
• In general, as a team increases in size, it
  becomes harder for each member to interact with
  and influence others.
• As a general rule, it is more difficult to
  satisfy members needs in large teams, forcing
  leaders to work harder to keep members focused
  and committed to team goals.

110
Small Teams Large Teams
Show more agreement. Ask more questions. Exchange more opinions. Report more satisfaction. Enter into more personal discussions. Members feel a greater sense of cohesiveness and belonging. Members want to get along with one another. Have more disagreements and different opinions. Subgroups often form and conflicts among them may occur. Demands on leaders are increase because there is less members participation. Less friendly, and members dont feel that they are part of a cohesive community.
111
2- Diversity

• Because teams require a variety of skills,
  knowledge, and experience, it seems likely that
  diverse teams would be more effective because
  members bring various abilities and information
  to stand on a project or problem.
• Diverse within a team can be a source of
  creativity.
• It also can provide a healthy level of
  disagreement that sparks innovation and leads to
  better decision making.

112
2- Diversity

• However, despite the value of some conflict,
  conflict that is too strong or is not handled
  appropriately can limit team members
  satisfaction and performance.
• Teams made up of racially and culturally diverse
  members tend to have more difficulty learning to
  work well together, BUT, with effective
  leadership and conflict resolution, the problems
  seem to dissipate over time.

113
3- Interdependence

• It is the extent to which team members depend on
  each other for information, resources, or ideas
  to accomplish their tasks.
• There are three types of interdependence can
  affect teams

114
Pooled Interdependence Sequential Interdependence Reciprocal Interdependence
The lowest form of team interdependence members are relatively independent of one another in completing work. Most of their work are done independently. Serial form of interdependence in which the output of one team member becomes the input of another team member. One member must perform well in order for the next member to perform well. Because team members have an exchange of information and resources and rely upon one another, this is a higher level of Interdependence Highest form of team interdependence members influence and affect one another in joint manner. In this form, each individual member makes a contribution, but only the TEAM as a whole Performs.
115
Leading Teams

• Handling Team Conflict

116
Conflict

• Opposed interaction in which one party attempts
  to ruin the intentions or goals of another.

117
Team Conflict

• There is an increased potential for conflict
  among team members, because of the greater
  chances for miscommunication and
  misunderstanding.
• Whenever people work together in teams, some
  conflict in inevitable.
• Bringing conflicts out into the open and
  effectively resolving them is one of the team
  leaders most challenging jobs.

118
Causes of Conflict

• Leaders can be aware of several factors that
  cause conflict among their teams.
• Whenever teams compete for limited resources,
  such as money, information, or supplies, conflict
  is almost inevitable.
• Conflict also emerges when a task
  responsibilities are unclear.
• People might disagree about who has
  responsibility for specific tasks or who has a
  claim on resources, and leaders help members
  reach agreement.

119
Causes of Conflict

• Another reason for conflict is simply because
  individuals or teams are pursuing conflicting
  goals.
• Finally, it sometimes happen that two people
  simply do not get along with one another and will
  never see eye to eye on any issue.
• Sometimes the only solution is to separate the
  parties and reassign them to other teams where
  they can be more productive.

120
Styles to Handle Conflict

• Teams as well as individuals develop specific
  styles for dealing with conflict, based on the
  desire to satisfy their own concerns versus the
  other partys concerns.
• How an individual approaches conflict is measured
  along two dimensions Assertiveness and
  Cooperation.
• Effective leaders and team members vary their
  style to fit a specific situation, as each style
  is appropriate in certain cases.

121
Part 3

• Session 3

122
Creating Vision and Strategic Direction
123
Strategic Leadership

• The ability to anticipate and envision the
  future, maintain flexibility, think
  strategically, and initiate changes that will
  create a competitive advantage fro the
  organization in the future.
• Its responsible for the relationship of the
  external environment to choices about vision,
  mission, strategy, and their implementation.

124
Leadership Vision
125
Vision

• It can be thought of as a dream for the future.
• It is also more than a dream it is an
  attractive, ideal future that is credible yet not
  readily attainable.
• Do u have a personal vision of your future ??

126
What Vision Does

• Visions works in a number of important ways.
• An effective vision provides
• A link between today and tomorrow,
• Serves to energize and motivate employees toward
  the future,
• And sets a standard of excellence andintegrity
  in the organization.

127
1- Vision Links The Present to The Future

• Vision connects what is going on right now with
  what the organization aspires.
• A vision is always about the future, but it
  begins with that here and now.
• In organization, the pressures to meet deadlines,
  make the big sales, solve immediate problems, and
  complete specific projects are very real.
• Some have suggested that todays leaders need
  bifocal vision, the ability to take care of the
  needs of today and meet current obligations
  while also aiming toward dreams for the future.

128
2- Vision Energizes People and Garners
Commitment

• Many people commit their time and energy
  voluntarily to cause they believe in.
• These same people often leave their energy and
  enthusiasm at home when they go to work, because
  they dont have anything to inspire them.
• Vision needs to transcend the bottom line because
  people are willing, and even eager, to commit to
  something truly worthwhile, something that makes
  life better for others or improves their
  communities.

129
3- Vision Gives Meaning to Work

• People need to find dignity and meaning in their
  work.
• People are drawn to companies that offer them a
  chance to do something meaningful.
• Today, prospective employees often ask about a
  companys vision when interviewing for a job
  because they want to know what the organization
  aims for and how, or whether, they will fit in.

130
4- Vision Establishes a Standard of Excellence
and Integrity

• A powerful vision frees people from the routine
  by providing them with a challenge that requires
  them to give their best.
• A vision is the focus button. It clarifies an
  image of the future and lets people see how they
  can contribute.
• A vision presents a challenge, asks people to go
  where they haven't gone before. Thus, it
  encourages workers to take risks and find new
  ways of doing things.
• It also clarifies the core values and ideals of
  the organization and thus sets a standard of
  integrity for employees.
• A good vision brings out the best in people by
  illuminating important values, speaking to
  peoples hearts, and letting them be part of
  something bigger than themselves.

131
Common Themes of Vision

• Five themes are common to powerful, effective
  visions
• They have broad, widely shared appeal.
• They help organizations deal with change.
• They encourage faith and hope for the future.
• They reflect high ideals.
• And they define both the organizations
  destination and the basic rules to get there.

132
1- Vision Has Broad Appeal

• Although it might be obvious that a vision can be
  achieved only through people, many visions fail
  to adequately involve employees.
• The vision cannot be the property of the leader
  alone. The ideal vision is identified with the
  organization as a whole, not with a single leader
  or even a top leadership team.
• It grabs people in the gut and motivates them
  to work toward a common end.
• It allows each individual to act independently
  but in the same direction.

133
2- Vision Deals with Change

• Vision is about action and challenges people to
  make important changes toward a better future.
• Change can be frightening, but a clear sense of
  direction helps people face the difficulties and
  uncertainties involved in the change process.
• When employees have a guiding vision, everyday
  decisions and actions throughout the organization
  respond to current problems and challenges in
  ways that move the organization toward the future
  rather than maintain the status quo.

134
3- Vision Encourages Faith and Hope

• Visions exists only in the imagination it is a
  picture of a world that cannot be observed or
  verified in advance.
• The future is shaped by people who believe in it,
  and a powerful vision helps people believe that
  they can be effective, that there is a better
  future they can move to through their own
  commitment and actions.
• A powerful, clearly articulated vision helps
  people believe in a future they cannot see.

135
4- Vision Reflects High Ideals

• Good visions are idealistic.
• Visions that portray an uplifting future have the
  power to inspire and energize people.

136
5- Vision Defines the Destination and the Journey

• A good vision for the future includes specific
  outcomes that the organization wants to achieve.
• A good vision includes both the desired future
  outcomes and the underlying values that set the
  rules for achieving them.

137
A Vision Works at Multiple Levels

• Most of the visions we talked about so far are
  for the company as a whole. However, divisions,
  departments, and individuals also have visions,
  which are just as important and powerful.
• Successful individuals usually have a clear
  mental picture of their vision and how to achieve
  it. People who do not have this clear vision of
  the future have less chance of success.
• Organizational visions grow and change as well.
  Within organizations, top leaders develop a
  vision for the organization as whole, and at the
  same time a project team leader can develop a
  vision with team members for a new project or
  task they are working on.

138
A Vision Works at Multiple Levels

• When every person understands and embrace a
  vision, the organization becomes self-adapting.
  Although each individual acts independently,
  everyone is working in the same direction.
• To develop a shared vision, leaders share their
  personal visions with others and encourage others
  to express their dreams for the future.
• This requires openness, good listening skills,
  and the courage to connect with people on an
  emotional level.
• A leaders ultimate responsibility is to be in
  touch with the hopes and dreams that drive team
  members and find the common ground that binds
  personal dreams into a shared vision for the
  organization.

139
Mission

• The organizations core broad purpose and reason
  for existence.
• It defines the companys core values and reason
  for being, and it provides a basis for creating
  the vision.
• Whereas vision is an ambitious desire for the
  future, mission is what the organization stand
  for in a larger sense.

140
What Mission Does

• Whereas vision continue to grow and change, the
  mission persists in the face of changing
  technologies, economic conditions, or other
  environmental shifts.
• The mission is made up of two critical parts the
  core values and the core purpose.
• The core values guide the organization no matter
  what.

141
A Frame Work for Noble Purposes

• An effective mission statement doesnt just
  describe products or services it captures
  peoples idealistic motivations for why the
  organization exists.
• Most successful companies have missions that
  proclaim a noble purpose of some type, such as
  Motorolas applying technology to benefit the
  public.
• Leaders are responsible for framing a noble
  purpose that inspires and leads followers to high
  performance and helps the organization maintain a
  competitive advantage.

142
There are four basic approaches leaders take in
framing an organizational purpose that helps
people feel that their work is worthwhile
143
Discovering

• Many people are inspired by the opportunity to
  find or create something new.
• Discovering for its own sake can serve as a noble
  purpose.
• This type of purpose inspires people to see the
  adventure in their work and experience the joy of
  a pioneering or entrepreneurial spirit.

144
Excellence

• With this approach, leaders focus people on being
  the best , both on an individual and an
  organizational level.
• Excellence is defined by the work itself rather
  than by customers. And organizations that pursue
  excellence would rather turn customers away that
  compromise their quality.
• In companies with excellence as a guiding
  purpose, managers and employees are treated as
  valuable resources and provided with support to
  perform at their peak. People are motivated by
  the opportunity to experience intrinsic rewards
  and personal fulfillment.

145
Altruism

• Many non-profit organizations are based on a
  noble purpose of altruism, but businesses can use
  this approach as well.
• Any company that puts a high premium on customer
  service can be considered to fall in this
  category as well.
• Marriott encapsulates its purpose in the slogan,
  The Spirit to Serve.
• The basis of action for this type of purpose is
  to increase personal happiness. Most people feel
  good when they are doing something to help others
  or make their communities or the world a better
  place.

146
Heroism

• The final category, heroism, means the companys
  purpose is based on being strong, aggressive, and
  effective.
• Companies with this basis of noble purpose often
  reflect almost an obsession with winning.
• For example, Bill Gates imbued Microsoft with a
  goal of putting the Windows operating system into
  every personal computer.

147
A Frame Work for Noble Purposes

• Companies that remain successful over the long
  term have top executives who lead with a noble
  purpose.
• A well-chosen noble purpose taps into the
  emotions and instincts of employees and customers
  and can contribute to better morale, greater
  innovativeness, and higher employee and higher
  organizational performance.

148
(No Transcript)
149
(No Transcript)
150
(No Transcript)
151
Opening a Window to a Brighter Future
152

• A blind man was brought to the hospital. He was
  both depressed and seriously ill.
• He shared a room with another man, and one day
  asked, What is going on outside?
• The man in the other bed explained in some
  details about the sunshine, the gusty winds, and
  the people walking along the sidewalk.

153

• The next day, the blind man again asked, please
  tell me what is going on outside today.
• The room-mate responded with a story about the
  activities in a park across the way. The ducks on
  the pond and the people feeding them.

154

• The third day and each other day thereafter for
  two weeks, the blind man asked about the world
  outside and the other man answered, describing a
  different scene.
• The blind man enjoyed these talks, and he grew
  happier learning about the world seen through the
  window.

155

• Then the blind mans room-mate was discharged
  from the hospital. A new room-mate wheeled in- a
  tough minded business man who felt terrible, but
  wanted to get work done.
• The next morning, the blind man said, Will you
  please tell me what is going on outside?
• The business man didnt feel well, and he didnt
  want to be bothered to tell stories to a blind
  man. So he responded assertively, What do you
  mean? I cant see outside. There is no window
  here. Its only a wall.

156

• The blind man again became depressed, and a few
  days later he took a turn for the worse and was
  moved to intensive care.
  The End

157
(No Transcript)
158
Style Usage Dimension
1. The Competing Style When quick, decisive action is vital on important issues or unpopular actions. Reflects Assertiveness.
2. The Avoiding Style When an issue is minor. When there is no chance of winning. When delay to gather more information is needed. When a disruption would be costly. Reflects neither assertiveness nor cooperativeness.
3. The Compromising Style When goals on both sides are equally important. When opponents have equal power and both sides want to split the difference. When people need to arrive at temporary or practical solutions under time pressure. Reflects a moderate amount of both assertiveness and cooperativeness.
159
Style Usage Dimension
4. The Accommodating Style When people realize they are wrong. When an issue is more important to others more than oneself. When building social credits for use in later discussions. When maintaining cohesiveness is especially important. Reflects a high degree of cooperativeness
5. The Collaborating Style When both sets of concerns are too important to be compromised. When insights from different people might need to be merged into an overall solution. When the commitment of both sides is needed for a consensus. Reflects a high degree of assertiveness and of cooperativeness. This style enables both parties to win, although it may require substantial dialogue and negotiation.
160
Mostly False Mostly True
1. I cant describe a compelling image of my future. ( ) ( )
2. Life to me seems more exciting than routine. ( ) ( )
3. I have created very clear life goals and aims. ( ) ( )
4. I feel that my personal existence is very meaningful. ( ) ( )
5. In my life, I see a reason for being here. ( ) ( )
6. I have discovered a satisfying calling in life. ( ) ( )
7. I feel that I have a unique life purpose to fulfill. ( ) ( )
8. I will know when I will have achieved my purpose. ( ) ( )
9. I talk to people about my personal vision. ( ) ( )
10. I know how to harness my creativity and use my talents. ( ) ( )
161
Scoring

• 7 to above indicates that you are in great shape
  with respect to personal vision.
• 4 8 average.
• 3 to below indicates that you have not given much
  thought to a vision for your life.

162
The Big Picture

• Leadership seems to be the marshaling of skills
  possessed by a majority but used by a minority.
  But its something that can be learned by anyone,
  and taught to everyone.
• Warren Bennis and Burt Nanus
• Author of Leaders

163
Dos Donts

• A CHECK LIST FOR LEADRS.
• Remember that having the title of leader doesnt
  make you one. First, you must earn the trust of
  your people.
• Dont lead without a vision
• Do communicate your vision to your staff.
• Dont hide bad news.
• Do recognize that people need to be managed as
  well as led.
• Dont assume that success energizes employees as
  it does you.
• Do communicate frequently with employees to let
  them know their efforts will be rewarded and
  follow up on your promises.

164
(No Transcript)
165
A Leaders Framework for Noble Purpose
Purpose Description Basis for Action Examples
Discovering Finding the new Pioneer, entrepreneur IBM, Virgin
Excellence Being the best Fulfillment Apple, BMW
Altruism Providing service Happiness Service Master, Wal-Mart
Heroism Being effective Achievement Microsoft, Dell, Exxon Mobile