The document contains 10 quotes related to leadership from various historical figures and authors. It discusses different aspects of leadership such as leading without taking credit, the importance of vision, managing people versus managing things, translating vision into reality, and growing others as a leader. The quotes provide insights into effective leadership traits like serving others, inspiring followers, and motivating teams to achieve common goals.

1. Adil Abdalla
ICOMOS, PMI, AACE, BIFM, APMG, IFMA
2013

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4. 1. A leader is best when people barely know he exists, when his work is done,
his aim fulfilled, they will say: we did it ourselves. —Lao Tzu
2. Where there is no vision, the people perish. —Proverbs 29:18
3. I must follow the people. Am I not their leader? —Benjamin Disraeli
4. You manage things; you lead people. —Rear Admiral Grace Murray Hopper
5. The first responsibility of a leader is to define reality. The last is to say
thank you. In between, the leader is a servant. —Max DePree
6. Leadership is the capacity to translate vision into reality. —Warren Bennis
7. Lead me, follow me, or get out of my way. — General George Patton
8. Before you are a leader, success is all about growing yourself. When you
become a leader, success is all about growing others. —Jack Welch
9. A leader is a dealer in hope. —Napoleon Bonaparte
10.You don’t need a title to be a leader. –Multiple Attributions
http://www.forbes.com/sites/kevinkruse/2012/10/16/quotes-on-leadership/

7. Emotions
Time
Shock
Anger
Denial
Bargain
Acceptance
Depression
Outstanding
Leadership
Typical
Managerial
Skills &
Competences of
the Facilitator

8. We are surrounded by many leaders and
influencers everywhere..
❖ Choose the Leaders YOU admire
❖ What are the Main Personality Traits and
Skills do they have?

9. ❖ Autocratic (Authoritarian)
❖ Bureaucratic
❖ Democratic
❖ Coercive
❖ Transactional
❖ Transformational
❖ Laissez-Faire

10. Adaptable to Situations
Alert to Social Environment
Ambitious (achievement oriented)
Assertive
Corporative
Decisive
DependableEnergetic (High Activity Level)
Dominant (Power Motivation) Persistent
Self ConfidentTolerate of Stress
Clever (Intelligent)
Conceptually Skilled
Creative
Diplomatic & Tactful
Fluent in Speaking
Knowledgeable about the work
Organized (Administrative ability)
Persuasive
Socially Skilled
Willing to assume Responsibility

11. Scared Organizational Structure
SOW, Delegation & Exchange
Measurable Business Targets
Ruling KPIs at Hierarchical Levels
More
Regulations
More
Innovations

12. TRANSFORMATIONAL
TURNAROUND
TRANSACTIONAL
SITUATIONAL Sustainable
Comprehensive
Temporary
Short-Term
Styles Maturity
Diverse Sustaining
Recovery Service
Targets Turnover
INTEGRATED Tactical Flexible Mission

13. Leaders
❖ Focus on people
❖ Do the right things
❖ Inspire
❖ Influence
❖ Motivate
❖ Build
❖ Shape entities
Managers
❖ Focus on things
❖ Do things right
❖ Plan
❖ Organize
❖ Direct
❖ Control
❖ Follows the rules

15. Leadership is always required wherever activities
shall gather people
Choose an Area of Activity; whereas leadership is
required
What is the Main Theme of Leadership?
What are the Success Factors of the Leadership?

16. Others
Business
Self
Beginning – Early – Middle – Late – Too Late
Responding,
Challenge
The Status Que
Examining;
Inspire The Future
Enduring;
Enabling Others
Converging;
Model the Way
Success
Driver
Expressive
Amiable
Analytical
Politics
Military
Assignments
Change
BeingDoingKnowing
The Integrated Leadership System was developed by the Australian Public Service Commission to
support the building and sustaining of strong APS wide leadership. Launched in July 2004, it was
the result of extensive research and collaboration with many APS agencies. The system provides
capability descriptions and desired behaviors for Executive Level 1 through to SES Band 3 as well as
tools for both agencies and individuals to use in their leadership development across the APS.

17. Corporate
NGOs
Retails
The fundamental underpinning of the situational leadership theory is that there is no single "best"
style of leadership. Effective leadership is task-relevant, and the most successful leaders are those
that adapt their leadership style to the maturity of the individual or group they are attempting to
lead or influence. Effective leadership varies, not only with the person or group that is being
influenced, but it also depends on the task, job or function that needs to be accomplished.
Decide the Matching Leadership Style
Diagnose the Readiness Level of the Followers
Identify the Most Important Tasks or Priorities
Delegating Participating Selling Telling
Followers’CommitmentLevel
Followers’ Competence Level
Disillusioned
Learner
Capable, but
Cautious
Performer
Self Reliant
Achiever
Enthusiastic
Beginner

18. Communal
Mega Corporate
Governmental
Through the strength of their vision and personality, transformational leaders are able to inspire
followers to change expectations, perceptions, and motivations to work towards common goals.
Unlike in the transactional approach, it is not based on a "give and take" relationship, but on the
leader's personality, traits and ability to make a change through example, articulation of an
energizing vision and challenging goals. Transforming leaders are idealized in the sense that they
are a moral exemplar of working towards the benefit of the team, organization and/or community.
Idealized
Influence
Inspirational
Motivation
Intellectual
Stimulation
Individualized
Consideration

19. Change
Professional
Recoveries
Spawn
Success
Stabilize the
Situation
Generate Open
Dialogue
Set
the Stage
Solidify Personal
Leverage
A change of management is very often the only way to kick-start a turnaround. These tough
decisions are often necessary to deliver a message, energies those that remain and provide a
break with the past. Whilst a despotic approach is often called for, a solid grounding in driving
organizational change and the understanding of the nuances in persuasion and negotiation in this
process is extremely important. Stakeholder approval and the ongoing relationship building that is
required to continue the leadership process determines a specific skill set only acquired through
experience.
Crisis Stabilization
Stakeholders
Mgmt
Strategic Focus
Change Critical Biz
Processes
Lead Org. Change
Financial
Restructure

20. Bureaucracy
Tactical
Service
Standardize
Practices
Enhance
Existing
Goals
Setting
Stable
Organization
Task
Clear
Goal
Appropriate
Role Behavior
Transaction Cause
Leader vs. Follower
Classical Environment
Transactional Leadership, also known as managerial leadership, focuses on the role of supervision,
organization, and group performance; transactional leadership is a style of leadership in which the
leader promotes compliance of his/her followers through both rewards and punishments. Leaders
using the transactional approach are not looking to change the future, they are looking to merely
keep things the same. Leaders using transactional leadership as a model pay attention to
followers' work in order to find faults and deviations. This type of leadership is effective in crisis
and emergency situations, as well as for projects that need to be carried out in a specific way.

21. Project
Mgmt
Leadership
Team Leader
Pacesetter
Authoritative
Coercive
Democratic
All for One
One for All
CommitmentLevel
Team Competence Level
The PMBOK® Guide describes
three characteristics of an
effective project manager—
knowledge, performance, and
personal. Knowledge refers
specifically to knowledge
about project management.

22. Examine and Discuss the Team Leader Job
Description
What are the Key Responsibilities of the Team
Leader?

23. ❖ Accountability the state of being accountable, liable, or
answerable
❖ Responsibility (for objects, tasks or people) can be delegated
but accountability can not – buck stops with you
❖ A good leader accepts ultimate responsibility
❖ will give credit to others when delegated responsibilities
succeed
❖ will accept blame when delegated responsibilities fail
❖ Accountability can not operate fairly without the leader being
given full authority for the responsibilities concerned
❖ Authority is the power to influence or command thought,
opinion or behaviour
❖ Cross-functional team – less authority - more difficult to
manage

25. Leadership
PersonalEvolution
L&D Exposure
FitnessAmbition
PublicService
Entrepreneurial
Basic Qualifications
LEADERS

26. Optimum P1
Availability P2
Scarcity P3
Sustainable P4
Q
$
SD
Q1
a
b
Q2
c d
e
S1
Q3a
S = Talents are Limited
D = Entrepreneurially Steady
S1 = New Grooming
D1 = New Realization
b= Acute Shortage
d= Market Euphoria
D1
Q4 Q3b

27. 1. Assess yourself as a Leader
• Conduct a SWOT analysis - Strengths, Weaknesses,
Opportunities, Threats
• Use the Results of Leadership Questionnaire
you have been completed prior to attending the
session
2. Develop an Action Plan to improve as a leader
• list 2 actions you will undertake to address Weaknesses
or capitalise on Opportunities identified
• Apply SMART targets to your actions –
Specific, Measurable, Achievable, Realistic, Time-bound

28. 1. Guide/coordinate team members – encourage
teamwork and motivate individuals
2. Provide structure for team – set mission and
purpose, clarify roles and responsibilities, allocate
tasks and set objectives
3. Clarify working methods, practises and protocol
4. Focus on performance – anticipate challenges,
monitor performance, delegate and provide CPD
support

29. ❖ Reflect and identify the skills YOU need to lead
effectively and create your action plan to
develop them
❖ Ask for feedback from work colleagues, line
managers, tutors, your ‘followers’
❖ Practise! Take on responsibility (work,
volunteering, clubs & Societies) and reflect on
your performance
❖ Find a mentor – learn from positive leadership
role-models
❖ Attend further leadership and management
training
❖ Use the resources on Exeter Leaders Award ELE
pages

30. ▪ Why would someone want
to become part of a team?
▪ An effective team helps
one feel they are:
▪ Doing something
worthwhile for themselves
and the organization
▪ Enjoying a more satisfying
work life
▪ More in control of their
jobs
▪ Making contributions
which are well used
▪ Learning new skills
▪ Recognized and respected
▪ When a team is operating
well the leader and the
members:
▪ Are clear on team goals and
are committed to them
▪ Feel ownership for
problems rather than
blaming them on others
▪ Share ideas
▪ Listen to and show respect
for others
▪ Talk more about “we” and
less about “I” and “me”
▪ Make decisions based on
facts not on emotion or
personalities
▪ Play a variety of roles –
serve as leader, teacher or
coach
▪ Understand and use
each others know-
how
▪ Know about each
other’s personal lives
▪ Give each other help
and support
▪ Show appreciation for
help received
▪ Recognize and deal
with differences and
disagreements
▪ Encourage
development of other
team members
▪ Are loyal to the group,
its members, the
leader and the
organization

31. Fail to build partnerships and teamwork
with subordinates and peers
Confused or unclear about what is expected
of them
82%
58%
Lack of required internal political savvy50%
Unable to achieve their two or three most
important objectives
47%
Take too long to learn their jobs28%
Lack of balance between work and personal
lives
25%

32. Follow Your Intellectual Curiosity
Pay Attention to Good Writing
Learn How to Interact with People
Cultivate Unfamiliar Ideas