Leadership Skills
The Journey…

Only Three Things Happen Naturally
in an Organization!!!
Everything Else…requires Leadership!
1 Friction
2 Confusion
3 Under
Performance
Peter Drucker

3
² Infighting, trust issues, and blame games between
internal functions/departments!
² Communication barriers between stakeholders (this
information is for me…alone!)
² I’m on my Lunch Break, let them wait!
² Let’s do that tomorrow, it’s almost time to clock-out!
² I already sent him an email…
Does this sound familiar?

Course Objectives
• The Leader and the Followera
• Human Natureb
• Leader, Manager & Bossc
• Leadership Theories & Styles e
• Leadership Levels f
• Where are We?d
• The Journey to Skills Developmentg

Leaders : have an honest understanding of yourself,
accept criticism, lead by the doing, appreciate the first
follower so others can emulate them.
Followers : People by nature will join you once they
have witnessed your leadership traits in play.
The Leader and the Follower
Really
“It is better to lead from behind and to put others in front,
especially when you celebrate victory over challenges.
Take the front line when there is danger.
Then your followers will appreciate your leadership”
Nelson Mandela

“The challenge of leadership
is to be strong, but not rude;
be kind, but not weak;
be bold, but not a bully;
be thoughtful, but not lazy;
be humble, but not timid;
be proud, but not arrogant;
have humor, but not folly”.
Why would People Follow You?
Jim Roth

Abraham Maslow’s
hierarchy of needs as a
means to motivation,
thought process or
decision making.
Human Nature : People’s Needs

Level Needs Motivation & Behavior
Level 5 – Self
Actualization
Fulfillment of Goals & Dreams
Self fulfillment, realizing inner potential
and putting experience to purpose
Creativity & Spontaneity
Self starter, dedicated, enjoying
challenges & acceptance of facts
Level 4 – Self
Esteem
Self Respect & Acceptance
Need for Reputation, prestige, significance
and recognition in society
Intellect & Achievement
Display talents & Skills, Self
confidence, appreciate attention
Level 3 – Love &
Belonging
Communication & Response
Need to belong and to love as well as to
be loved. Desire for affection and
gratitude
Acknowledgement
Join and to be active in clubs,
socialization
Level 2 – Safety &
Security
Health & Security
Security of Body, Employment,
Resources, Morality & Family
Survival Skills
Work, improve skills and talents,
be responsible
Level 1 – Physiological
Needs
Physical Safety
Breathing, Water, Food, Sleep, Sex,
Excretion (Biological need to survive)
Basic Survival Skills
Keep yourself healthy, hunger
free, clothed and sheltered
Human Nature : Levels of Need

Ladder of Inference: the thinking process that we go
through, from a fact to a decision or action (most times
subconsciously). From a data piece to an observation, then to
a deduction and then conclusion or action
Human Nature: The Thought Process

Managing PeopleLeading People
Is Managing the same as Leading?
• Counting Value
• Explain Vision
• Mobilize
resources
• Motivate Others
• Accomplish Goals
• Vision & Strategy
• Influence & Inspire
• Have Followers
• People Focused
• Charismatic Style
• Proactive
• Sets Direction
• Raising Expectations
• Creating Value
• Policy & Procedure
• Power & Control
• Have Subordinates
• Work Focused
• Authoritarian Style
• Reactive
• Plans detail
• Maintain status quo

The Leader and the Boss…
Boss Leader
Drives Others Coaches Others
Instills Fear Generates Enthusiasm
Blames Others for breakdowns Helps Fix the Source of the Problem
Depends on Authority Thrives on Goodwill
Says “I will” Says “We will”
Takes Credit Gives Credit
Demands Results Plays part in getting Results Image Credit:Wi<yfee

Leadership Theories
• Assumed that Leaders are born & not made…
• Was helpful in identifying traits and qualities like integrity, empathy,
assertiveness, decision-making skills, likability, etc.
Trait Theory
• Focus on what the leaders do and interaction styles
• Autocratic, democratic & Laissez-faire Leaders as defined by Kurt Lewin
in the 1930s
Behavioral
Theory
• Focused on situational influence to arrive at the relevant leadership style
• Workers’ character evaluation on whether they are boring or interesting,
hostile or supportive, trustworthy or not, quarrelsome or not, etc.
Contingency
Theories
• Effective & Accurate theory based on wide range of approaches, abilities
like intelligence, team building, motivational, management strategy…
Transformational
Theory

Leadership Styles
Response
Leader’s Modus
Operandi (Approach)
Demands Immediate
obedience/compliance
In a Single Phrase “Do what I tell you!”
Underlying emotional
Intelligence
Leader shows self-
control, initiative &
drive to succeed
Where does this work In a crisis to boost a
turnaround (battlefield)
Work Environment
Impact
One man decision
machine affects morale
Autocratic (Commanding) Leadership
Credit : Goleman, Harvard Business Review

Leadership Styles
Response
Leader’s Modus Operandi
(Approach)
Forges consensus through
participation but leader
makes final decision
In a Single Phrase “What Do you Think?”
Underlying emotional
Intelligence
Collaboration, Team
leadership & Communication
Where does this work works well in developing
ownership for a project/ build
team momentum
Work Environment Impact • Slow progress towards
goals has negative feel for
senior managers.
• Positive for the frontline
workers because of sense
of contribution.
Democratic (Consensus) Leadership
Credit : Goleman, Harvard Business Review

Leadership Styles
Response
Leader’s Modus
Operandi (Approach)
Mobilizes people towards a
Vision or Goal
In a Single Phrase “Come with me?”
Underlying emotional
Intelligence
Self Confidence, empathy,
change catalyst
Where does this work When Change requires a
new vision, engaging people
with the future…
Vision Leadership
Credit : Goleman, Harvard Business Review

Leadership Styles
Response
Leader’s Modus
Operandi (Approach)
Creates harmony and builds
emotional bonds
In a Single Phrase “People Come First?”
Underlying emotional
Intelligence
Empathy, and strong
communication skills,
relationship building,
conflict resolution…
Where does this work Heal rifts or develop
motivation when a team has
been through a difficult
experience
Affiliate Leadership
Credit : Goleman, Harvard Business Review

Leadership Styles
Pace-setting Leadership
Credit : Goleman, Harvard Business Review
Response
Leader’s Modus
Operandi (Approach)
Sets high standards for team
performances (he/she is the
benchmark)
In a Single Phrase “Do as I Do Now?”
Underlying emotional
Intelligence
Drive to succeed and
initiative, but instead of
self-control, these are
coupled with
conscientiousness
(thorough, careful, or
vigilant, efficient and
organized ) .
Where does this work For quick results from a
highly competent and
motivated team

Leadership Styles
Coaching Leadership
Credit : Goleman, Harvard Business Review
Response
Leader’s Modus Operandi
(Approach)
Develops People for the
future
In a Single Phrase “Try this!”
Underlying emotional
Intelligence
Skills advancement, empathy,
self awareness…
Where does this work • Where performance or
results need improvement
& develop long term
strengths
• Most effective when
followers are more
responsible, experienced,
and agreeable.

Patience is not the ability
to wait, but the ability to
keep a calm attitude
while Waiting!

Leadership Levels
Credit : John Maxwell, Maxwell group

Leadership Levels
Credit : John Maxwell, Maxwell group
1. Position : Simply a Job Title or position which gives you the
“Power” or “rights” to make decisions affecting the
“Subordinates”.
They will follow because they have no option, put in only as
much as effort as that which can allow you to keep them
around. Nothing more, Nothing less…and so is the influence as
well as relationship with them.
Robin Sharma

Leadership Levels
Credit : John Maxwell, Maxwell group
2. Permission : you have created a likeable trust-bond through
your working relationships (listens, observes & Learns) with
the people who “follow” you because they believe and want to!
“Relationships with people are the foundation of Leadership
because Leadership is influence, which you can not achieve
with no relationship”
3. Production : you have achieved a reputation of excellent
performance results in the organization and people like you as
well as the work you do. Managers try to solve problems while
leaders create the drive of frontline error proofing.
“Too many leaders are like travel agents, they send people
where they have never been themselves”
“We attract who we are and not who we want”

Leadership Levels
Credit : John Maxwell, Maxwell group
4. People Development : Coaching people to emulate what you
have done helps their professional growth and a sustainable
trend of overall leadership development in the organization.
“You can grow a organization by committing to developing
the people of that organization but…this, this is only possible
after understanding that the most appreciable assets of that
organization are it’s people”
“Successful people are those that have discovered
what they are good at, successful leaders discover
what other people are good at”

Leadership Levels
Credit : John Maxwell, Maxwell group
5. The Pinnacle (Personhood): You have developed and
coached many people as well as grown many companies for a
long time by a code of values, dedication and achievements
that respect just follows you around.

Leadership : Food for Thought

Personal reflection…
WEAKNESSES
• What’s keeping YOU
behind?
OPPORTUNITIES
• New reasons for YOU to
grow !
THREATS
• External factors that
put YOU at risk
STRENGTHS
• What Puts YOU ahead of
the CompeIIon?
WhereamI?
WheredoIwanttobe
inthenearfuture?
HowdoIgetthere?

Leadership : Techniques to Increase
Power - Position at Work
1. Be Authentic : Stay true to your Ethics and Values
2. Refuse to be antagonized : make an effort to get along with
others and resolve conflicts
3. Develop Self Esteem & Confidence : have the courage to
take on difficult tasks, help others & contribute.
4. Be a Team Player : getting along with and helping others
portrays leadership, respect and good citizenship
5. Develop communication Skills : work on your written ,
oral and non verbal language abilities as well as reading and
clearly understanding others’ body language

Leadership : Techniques to Increase
Power - Position at Work
6. Be Goal Oriented : Focus on personal and professional goal
setting within realist milestones.
7. Be Seen in the Work place : Don’t ever take Credit for
other’s work but do take it for your own. Take on high profile
projects to improve your presence.
8. Positive Psychological Capital: hope, optimism (positive
outlook shared across the board) , self-efficacy (belief in self)
and resilience (stay put through difficult situations)
9. Stop Complaining : If you have time to complain about
something, then you definitely have time to do something
about it.

Leadership : Outside In or Inside Out
v If you are unhappy with a situation, try to change it by altering
the externals (outside-in), or change the way that you see it,
and you behave within it (inside-out).
Inside-out requires you to start with yourself, and particularly
your character, beliefs and values.
o If you want to be trusted, show that you are trustworthy.
o If you want more responsibility, show that you are capable
of and can be trusted to accept it.
o If you can’t be Positive, then at least be quiet.

Leadership : Skills Development
a) Strategic Thinking : In a business sense, strategy means the
long-term vision for the future, and how you plan to get
there, with tactics being what you do on a day-to-day basis
that supports your strategy, and particularly how you deal
with problems or roadblocks to getting there.
Where do we go from Here?...
Vision
Current
State
Future
State
Gap Plan Execute

Leadership : Skills Development
b) Effective Organization Skills
Organizing skills are really a
combination of ;
Time Management (knowing when
to do what on specific deadlines)
and Self - Motivation (what pushes
us to achieve our goals, feel more
fulfilled and improve quality of life
– Personal drive, Commitment,
Initiative & Optimism)
Where do we go from Here?...
Be Clear about Task
(detailed) at Hand
Specify Deadline (Time)
Prioritize (Difficult/
Urgent)
Break down & Delegate
Tasks
Review the progress

Leadership : Skills Development
c) Risk Management : is thinking about what could possibly
go wrong, deciding how likely and/or catastrophic that would
be, and taking action to avoid either the problem or its
consequences.
Where do we go from Here?...
“Risk comes from Not
knowing how,
when, where about
what you are doing” Quantify your Risks (likelihood &
Impact)
Assign a Date by Which the Risk Will
Have Occurred…
What Could Possibly Go Wrong?

Leadership : Skills Development
d) Problem Solving :
something hard to
understand, deal with but
requiring a solution. A
barrier hindering us from
achieving a specified goal.
Where do we go from Here?...
Problem Identification
Structuring the Problem
Looking for Possible Solutions
Making a Decision
Implementation
Monitoring/Seeking Feedback
“The measure of success is not
whether you have a tough
problem to deal with, but
whether it is the same problem
you had last year”

Leadership : Skills Development
Emotions: mental state that arises spontaneously rather than through
conscious effort often accompanied by physiological changes
Where do we go from Here?...

Leadership : Skills Development
e) Emotional Intelligence: the measure of an individual’s abilities
to recognize and manage their emotions, discriminate between
different feelings and label them appropriately, and to use that
particular interpretation of the emotional information to guide
thinking and behavior, both individually and in groups.
Where do we go from Here?...
• Benefits of higher EI or EQ
o Find it easier to form and maintain interpersonal relationships
and to ‘fit in’ to group situations.
o are also better at understanding their own psychological state,
which can include managing stress effectively and being less
likely to suffer from depression
EI is the one part of the human psyche that we can develop
and improve by learning and practicing new skills.

Leadership : Skills Development
Emotional Intelligence : Cont’d
Where do we go from Here?...
Personal Skills or Competences Social Skills or Competence
Self-awareness
• Emotional awareness
• Accurate self-assessment
• Self-confidence
Self-regulation
• Self-control
• Trustworthiness
• Conscientiousness
• Adaptability
• Innovation
Motivation
• Achievement drive
• Commitment
• Initiative
• Optimism
Empathy
• Understanding others
• Developing others
• Service orientation
• Leveraging diversity
• Political awareness
Social Skills
• Influence
• Communication
• Conflict management
• Leadership
• Change catalyst
• Building bonds
• Collaboration and cooperation
• Team capabilities

Leadership : Skills Development
f) Negotiation : is constructive dialogue between two or more
people or entities with the sole aim of reaching mutually
acceptable comprise and steering clear of continued
disagreement or dispute or barriers to future
communication.
Where do we go from Here?...
In the process of negotiation, not
only are different opinions taken
into account, but influential
factors like individual needs,
objectives, interests as well as
respect for differences in
background and culture.

Negotiation : Food for Thought
v Negotiation has more to do with persuasion rather than the use
of crude power (bullying or Win - Lose) and having both
parties feeling good about the achieved outcome (Win – Win).
v It involves a collection of behavior : communication skills,
sales, marketing, constructive research, psychology, sociology,
assertiveness, attention to detail and conflict resolution.
v Seller will always try to increase their negotiating power through the
buyer’s desire to buy while the buyer tries to increase theirs through
the seller’s desire to distribute.
Leadership : Skills Development

v Does the other party always seem to know more about you and
your needs than you do about them?
v Why is it that the other party does not seem to be under the same
kind of pressure of time constraints and deadlines?
v Does the other party seem to have more power, sense of the
preparedness, set outcome and authority than you feel you have?
The most important step taken in a Negotiation is…
Understanding what the other party wants and
Knowing what you can live without !
Negotiation : Food for Thought
Leadership : Skills Development

Problem
Introduction
Resistance
Hard
Bargaining
Strategy
Reform
Decision
making
Action Plan
Progress
Review
Negotiation : Stages
Leadership : Skills Development

a) Preparation
b) Discussion (problem solving skills, negotiation tact)
c) Agreement and Implementation (procedure, timeline,
constraints, options, expectations, strategic thinking and
action plans)
Negotiation : The Process
Leadership : Skills Development

g) Questioning skills:
o Encouraging participation : one way is to redirect a
question already on the table to get another perspective as
a request to apply the respondent’s professional experience
towards a view on problem solving.
o Using Silence : a pause of at least 3 seconds just before
raising the question can help emphasize the importance of
what is to be asked
o The 5 Whys of LEAN : to get to the bottom of the
problem other than trying to fix the symptom
Leadership : Skills Development
Where do we go from Here?...

h) Listening : ability to accurately receive and interpret
messages in the communication process.
o Good listening skills can lead to;
§ better customer satisfaction
§ greater productivity with fewer mistakes
§ increased sharing of information that in turn can
lead to more creative and innovative work.
§ Better relationships which lead to influence
which turns into followers
Leadership : Skills Development
Where do we go from Here?...
Persuasion

Improvement starts with…
Accepting the Challenge to Change!

Leadership : Skills Development
Reference Literature
1. The 5 Levels of Leadership : John C. Maxwell, 1998
2. The 7 Habits of Highly Effective People : Stephen Covey, 1989
3. Winning : Jack and Suzan Welch, 2005
4. Emotional Intelligence 2.0 : Travis Bradberry, 2009
5. Getting Together; Building relationships as we Negotiate :
Roger Fisher, 1988

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