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360 degree leadership skills - putting talent management into action

This Workshop offers an extensive training on 360 Leadership in the 21st Century. This workshop will provide the most comprehensive training on leadership effectiveness in formal organizations with practical suggestions for improving leadership skills. It introduces The Nature of Leadership, The Nature of Managerial Work, Perspectives on Effective Leadership Behavior,

Participative Leadership, Delegation, and Empowerment, Managerial Traits and Skills Theories of Effective Leadership, Leading Change in Organizations, Leadership in Teams and Decision Groups, Strategic Leadership by Top Executives and Developing Leadership Skills
• To learn strategies and tools to overcome 21st Century challenges

• To become a more Creative and Competent Leader.

• To learn different Management Styles and how to deal with it.

• To learn the importance of Productive Performance Appraisal

• To Learn Different Leadership Styles

• To Learn Different Followers Styles

• To become a better Leader in the 21st Century
Who should attend:
Top Management

Middle Management
Daily Outlines:
DAY 1:

• The Management Process

• Planning

• Organizing

• Leading

• Control

• Nature of Managerial Work

• Creativity

DAY 2:

• Innovative Leadership

• The Nature Of Leadership

• The Nature of Managerial Work

• Effective Creative Leadership

• Change Management

• Productive Performance Appraisal

• Delegation and Empowerment

DAY 3:

• Organizational Behavior

• Multi Culture

• Diversity

• Effective Communication

• Leadership in Teams

• Leadership in Decision Groups

DAY 4:

• Leadership Styles

• Followers Types

• Developing Leadership Skills

• Competent Leadership

• Leadership Dimensions

• Leadership in the 21st Century

DAY 5:

• Managerial Grid Styles

• Creativity

• Innovation

• Critical Thinking

• Emotional Intelligence

• The Habits of Highly Effective Leaders and Managers

• Related DVDs

Libros relacionados

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360 degree leadership skills - putting talent management into action

  1. 1. 360-DEGREE LEADERSHIP SKILLS PUTTING TALENT MANAGEMENT INTO ACTION Dr.Ibrahim Alhariri 22-26 August 2016 - London Dr.Ibrahim Alhariri 1 2 3 4 5 Done
  2. 2. 2 Introducing the Trainer Dr.IBRAHIM ALHARIRI 396 YORK WAY LONDON N7 9LW Mob: +447890380000 Email: Skype :ITHARIRI Dr.Ibrahim
  3. 3. 3  Name?  Position?  Experience?  Expectations ? Introducing Each Other Dr.Ibrahim
  4. 4. 4 Our Schedule  –5 Day‐Training Program:  08:30 – Starting Time  10:00-10:20 Coffee Break  12:30 – -12:00 Coffee Break  14:00 – Closing Time Dr.Ibrahim
  5. 5. 5Rules of The Workshop…  Attendance is a must.  Participation is required.  Freedom of speech & expression.  Mobiles should be kept silent during training.  No smoking in the conference room.  Tea/coffee is allowed during training activities.  Distribution of Certificate of Attendance.  Let’s enjoy our program together and “Learn by Fun”! Dr.Ibrahim
  6. 6. General Information ‫أو‬ ‫أسئلة‬ ‫بتقديم‬ ‫القيام‬ ‫من‬ ‫تتحرج‬ ‫ال‬‫إ‬‫ستفسارات‬. ‫تردد‬ ‫وبدون‬ ‫مفتوح‬ ‫وبفكر‬ ‫وأمانة‬ ‫بثقة‬ ‫بأفكارك‬ ‫وناقش‬ ‫شارك‬. ‫واضحة‬ ‫غير‬ ‫الفكرة‬ ‫كانت‬ ‫إذا‬ ‫توضيح‬ ‫أو‬ ‫مثال‬ ‫أطلب‬. ‫من‬ ‫تخاف‬ ‫أو‬ ‫تتحرج‬ ‫ال‬‫ا‬‫أل‬‫ختالف‬‫فى‬‫الرأى‬‫أ‬‫وجهة‬‫ال‬‫نظر‬. ‫جديد‬ ‫هناك‬ ‫من‬ ‫البد‬ ،‫أعرفها‬ ‫إنى‬ ‫تقول‬ ‫أو‬ ‫فكرك‬ ‫تغلق‬ ‫ال‬. ‫المستطاع‬ ‫قدر‬ ‫على‬ ‫االستفادة‬ ‫وحاول‬ ‫بوقتك‬ ‫أستمتع‬. ‫التشويش‬ ‫لعدم‬ ‫الجوال‬ ‫إغالق‬ ‫برجاء‬. ‫غير‬ ‫الجانبية‬ ‫المحادثات‬‫م‬‫ر‬‫غوب‬‫فيها‬. ‫واإلنصراف‬ ‫الحضور‬ ‫بمواعيد‬ ‫اإللتزام‬ ‫برجاء‬. Dr.Ibrahim
  7. 7. Expectations  This Workshop offers an extensive training on 360 Leadership in the 21st Century.  To learn strategies and tools to overcome 21st Century challenges  To become a more Creative and Competent Leader.  To learn different Management Styles and how to deal with it.  To learn the importance of Productive Performance Appraisal  To Learn Different Leadership Styles  To Learn Different Followers Styles  To become a better Leader in the 21st Century Dr.Ibrahim
  8. 8. Agenda Day One  The Management Process  Planning  Organizing  Leading  Control  Nature of Managerial Work  Creativity Day Two • Innovative Leadership • The Nature Of Leadership • The Nature of Managerial Work • Effective Creative Leadership • Change Management • Productive Performance Appraisal • Delegation and Empowerment Dr.Ibrahim
  9. 9. Agenda Day Three • Organizational Behavior • Multi Culture • Diversity • Effective Communication • Leadership in Teams • Leadership in Decision Groups Day Four • Leadership Styles • Followers Types • Developing Leadership Skills • Competent Leadership • Leadership Dimensions • Leadership in the 21st Century Dr.Ibrahim
  10. 10. Agenda Day Five • Managerial Grid Styles • Creativity • Innovation • Critical Thinking • Emotional Intelligence • The Habits of Highly Effective Leaders and Managers • Related DVDs Dr.Ibrahim
  11. 11. 11 Spot the Difference…Look Inwards!Excercise
  12. 12. 360 degree Leadership
  13. 13. 13 The Five Levels of Leadership Personhood People Development Production Permission Position
  14. 14. 14 Position Rights People follow because they have to. NOTES: Your influence will not extend beyond the lines of your job description. The longer you stay here, the higher the turnover and lower the morale.
  15. 15. 15 Permission Relationships People follow because they want to.  NOTE: People will follow you beyond your stated authority. This level allows work to be fun. Caution: Staying at this level without rising will cause highly motivated people to become restless.
  16. 16. 16 Production Results People follow because of what you have done for the organization. NOTE: This is where success is sensed by most people. They like you and what you are doing. Problems are fixed with very little effort because of momentum.
  17. 17. 17 People Development Reproduction People follow because of what you have done for them. NOTE: This is where long-range growth occurs. Your commitment to developing leaders will ensure ongoing growth to the organization and to people. Do whatever you can to achieve an stay on this level.
  18. 18. 18 Personhood Respect People follow because of who you are and what you represent. NOTE: This step is reserved for leaders who have spent years growing people and organizations. Few make it. Those who do are bigger than life.
  19. 19. 19 Discussion Task 1: You have just found a magic wand that allows you to change three work related activities. You can change anything you want. How would you change yourself, your job, your boss, coworkers, an important project, etc.? The MagicWand
  20. 20. 20  Leading down those you're responsible for  Leading up those you're accountable to  Lateral leadership your peers  Self Leadership you! 360-degree Leadership
  21. 21. 21 Leadership from the Middle 360 degree Leadership
  22. 22. 22 Discussion Task 2: Your magic wand gave you another opportunity…Make a wish! Discuss what you would change if you become the boss for a month. The MagicWand
  23. 23. 23 How do I lead when am not the boss?
  24. 24. Values of a 360 degree Leader
  25. 25. 25  A Leadership Team is more effective than just one Leader  Leaders are needed at every level of the organization.  Leading successfully at one level is a qualifier for leading at the next level.  Good leaders in the middle make better leaders at the top.  360-Degree Leaders possess qualities every organization needs Values of a 360 degree Leader
  26. 26. 26 • A Leadership Team is more effective than just one Leader  Leaders Build Teams  Leaders shape their people into desired team  Secure Leaders empower their teams  Experienced Leaders Listen to the team  Team Leaders produce more leaders Leadership Values…
  27. 27. 27 • Leaders are needed at every level of the organization: What happens when there are no leaders?  Vision Lost  Decision delayed  Multiple Agendas  Conflict extension  Reduced productivity Leadership Values…
  28. 28. 28 28  Leading successfully at one level is a qualifier for leading at the next level:  Leadership Is a journey that starts where you are, not where you want to be  Required Leadership skills are same, regardless of position  Greater responsibilities come after handling small ones well  Leading current level well creates opportunities for next level. Leadership Values…
  29. 29. 29 29 • Good leaders in the middle make better leaders at the top:  Add a new leader, get others better.  Created leaders at the middle add value to those above them  Created leaders at the middle release Top level leaders to focus on their main functions  Created leaders motivate Top to grow higher  Created leaders give Organisation a future! Leadership Values…
  30. 30. 30 30 • 360-Degree Leaders possess qualities every organization needs  Adaptability: Quickly adjusts to change.  Discernment: Understands the real issues.  Security: Finds identity in self, not position.  Service: Gains fulfilment in serving everyone.  Maturity: Puts the team before self.  Resourcefulness: Finds creative ways to make things happen.  Communication: Links to all levels of the organization. Leadership Values…
  31. 31. 31 ‘Human nature exaggerates yesterday, overestimates tomorrow, and underestimates today’ John Maxwell Red Alert!
  32. 32. 32 The Position Myth – “I can’t lead if I am not at the top.” The Destination Myth – “When I get to the top, then I’ll learn to lead.” The Influence Myth – “If I were on top, then people would automatically follow me.” The Inexperience Myth – “When I get to the top, I’ll be in control.” Red Alert!
  33. 33. 33 The Freedom Myth – “When I get to the top, I’ll no longer be limited.” The Potential Myth – “I can’t reach my potential if I’m not the top leader.” The All-or-Nothing Myth – “If I can’t get to the top, then I won’t try to lead’’ Red Alert!
  34. 34. Managers and Managing Dr.Ibrahim
  35. 35. 35 Learning Objectives  Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals  Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance Dr.Ibrahim Alhariri
  36. 36. 36 Learning Objectives  Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy  Distinguish between three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively. Dr.Ibrahim Alhariri
  37. 37. 37 What is Management? All managers work in organizations Organizations – collections of people who work together and coordinate their actions to achieve a wide variety of goals Dr.Ibrahim Alhariri
  38. 38. 38 Question? What is a person responsible for supervising the use of an organization’s resources to meet its goals? A. Team leader B. Manager C. President D. Resource allocator Dr.Ibrahim Alhariri
  39. 39. 39 Managers Managers – The people responsible for supervising the use of an organization’s resources to meet its goals Dr.Ibrahim Alhariri
  40. 40. 40 What is Management? The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently Dr.Ibrahim
  41. 41. 41 What is Management? Resources include people, skills, know-how and experience, machinery, raw materials, computers and IT, patents, financial capital, and loyal customers and employees Dr.Ibrahim
  42. 42. 42 Organizational Performance A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals Dr.Ibrahim
  43. 43. Dr.Ibrahim Alhariri
  44. 44. 44 Organizational Performance Efficiency A measure of how well or how productively resources are used to achieve a goal Effectiveness A measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved. Dr.Ibrahim Alhariri
  45. 45. 45 Why study management? 1. The more efficient and effective use of scarce resources that organizations make of those resources, the greater the relative well-being and prosperity of people in that society Dr.Ibrahim Alhariri
  46. 46. 46 Why study management? 2. Helps people deal with their bosses and coworkers 3. Opens a path to a well-paying job and a satisfying career Dr.Ibrahim Alhariri
  47. 47. 47 Managerial Tasks Managers at all levels in all organizations perform each of the four essential managerial tasks of planning, organizing, leading, and controlling Dr.Ibrahim
  48. 48. Four Functions of Management Dr.Ibrahim
  49. 49. 49 Planning Process of identifying and selecting appropriate organizational goals and courses of action Dr.Ibrahim
  50. 50. 50 Steps in the Planning Process Deciding which goals the organization will pursue Deciding what courses of action to adopt to attain those goals Deciding how to allocate organizational resources Dr.Ibrahim
  51. 51. 51 Planning Complex, difficult activity Strategy to adopt is not always immediately clear Done under uncertainty Dr.Ibrahim Alhariri
  52. 52. 52 Organizing Task managers perform to create a structure of working relationships that allow organizational members to interact and cooperate to achieve organizational goals Dr.Ibrahim
  53. 53. 53 Organizing Involves grouping people into departments according to the kinds of job-specific tasks they perform Managers lay out lines of authority and responsibility Decide how to coordinate organizational resources Dr.Ibrahim
  54. 54. 54 Organizational Structure A formal system of task and reporting relationships that coordinates and motivates members so that they work together to achieve organizational goals Dr.Ibrahim
  55. 55. 55 Leading Articulating a clear organizational vision for its members to accomplish, and energize and enable employees so that everyone understands the part they play in achieving organizational goals Dr.Ibrahim
  56. 56. 56 Leading Leadership involves using power, personality, and influence, persuasion, and communication skills Outcome of leadership is highly motivated and committed workforce Dr.Ibrahim
  57. 57. 57 Controlling  Task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain or improve performance  The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness Dr.Ibrahim
  58. 58. 58 Decisional Roles Roles associated with methods managers use in planning strategy and utilizing resources.  Entrepreneur—deciding which new projects or programs to initiate and to invest resources in.  Disturbance handler—managing an unexpected event or crisis.  Resource allocator—assigning resources between functions and divisions, setting the budgets of lower managers.  Negotiator—reaching agreements between other managers, unions, customers, or shareholders. Dr.Ibrahim
  59. 59. 59 Interpersonal Roles Roles that managers assume to provide direction and supervision to both employees and the organization as a whole.  Figurehead—symbolizing the organization’s mission and what it is seeking to achieve.  Leader—training, counseling, and mentoring high employee performance.  Liaison—linking and coordinating the activities of people and groups both inside and outside the organization. Dr.Ibrahim
  60. 60. 60 Informational Roles Roles associated with the tasks needed to obtain and transmit information in the process of managing the organization.  Monitor—analyzing information from both the internal and external environment.  Disseminator—transmitting information to influence the attitudes and behavior of employees.  Spokesperson—using information to positively influence the way people in and out of the organization respond to it. Dr.Ibrahim
  61. 61. Levels of Management Dr.Ibrahim
  62. 62. 62 Areas of Managers Department  A group of managers and employees who work together and possess similar skills or use the same knowledge, tools, or techniques Dr.Ibrahim Alhariri
  63. 63. 63 Levels of Management First line managers - Responsible for daily supervision of the non-managerial employees who perform many of the specific activities necessary to produce goods and services Middle managers - Supervise first-line managers. Responsible for finding the best way to organize human and other resources to achieve organizational goals Dr.Ibrahim
  64. 64. 64 Levels of Management • Top managers – Responsible for the performance of all departments and have cross-departmental responsibility. Establish organizational goals and monitor middle managers Decide how different departments should interact Ultimately responsible for the success or failure of an organization Dr.Ibrahim
  65. 65. 65 Levels of Management Chief executive officer (CEO) is company’s most senior and important manager Central concern is creation of a smoothly functioning top-management team CEO, COO, Department heads Dr.Ibrahim
  66. 66. Relative Amount of Time That Managers Spend on the Four Managerial Functions Dr.Ibrahim Alhariri
  67. 67. 67 Question? What skill is the ability to understand, alter, lead, and control the behavior of other individuals and groups? A. Conceptual B. Human C. Technical D. Managerial Dr.Ibrahim Alhariri Human
  68. 68. 68 Managerial Skills  Conceptual skills  The ability to analyze and diagnose a situation and distinguish between cause and effect.  Human skills  The ability to understand, alter, lead, and control the behavior of other individuals and groups.  Technical skills  Job-specific skills required to perform a particular type of work or occupation at a high level. Dr.Ibrahim Alhariri
  69. 69. Skill Types Needed Dr.Ibrahim Alhariri
  70. 70. 70 Core Competency Specific set of departmental skills, abilities, knowledge and experience that allows one organization to outperform its competitors Dr.Ibrahim
  71. 71. 71 Restructuring Involves simplifying, shrinking, or downsizing an organization’s operations to lower operating costs Can reduce the morale of remaining employees Dr.Ibrahim
  72. 72. 72 Outsourcing Contracting with another company, usually in a low cost country abroad, to perform a work activity the company previously performed itself Increases efficiency by lowering operating costs, freeing up money and resources that can now be used in more effective ways Dr.Ibrahim
  73. 73. 73 Empowerment Dr.Ibrahim Involves giving employees more authority and responsibility over the way they perform their work activities
  74. 74. 74 Self-managed teams Groups of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities Dr.Ibrahim
  75. 75. 75 Discussion Question What is the biggest challenge for management in a Global Environment? A. Building a Competitive Advantage B. Maintaining Ethical Standards C. Managing a Diverse Workforce D. Global Crisis Management Building a Competitive Advantage Dr.Ibrahim Alhariri
  76. 76. 76 Building Competitive Advantage Competitive Advantage – ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors Dr.Ibrahim
  77. 77. Principles of Leadership and Management Dr.Ibrahim Alhariri
  78. 78. 78 Definition of Leadership  The ability to obtain followers through Influence. Proverbs: He who thinks he leads and has no one following him is only taking a walk. Dr.Ibrahim Alhariri
  79. 79. Leadership Theories. Dr.Ibrahim Alhariri
  80. 80. 80 Session objectives  What is leadership?  Identify the traits and skills of an effective leader  Key leadership theories  Examine the role, duties and responsibilities of a Team Leader in the workplace  Understand the limits of authority in a Team Leader role  Develop a plan to develop your own leadership potential Dr.Ibrahim Alhariri
  81. 81. 81 Understanding Leadership  What is leadership?  Why is leadership important – why do we need leaders?  Leaders – born or bred? Dr.Ibrahim Alhariri
  82. 82. 82 Understanding Leadership  "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential." Prof. Warren Bennis Dr.Ibrahim Alhariri
  83. 83. Dr.Ibrahim Alhariri
  84. 84. 84 Exercise In pairs  Discuss examples you have come across of strong and weak leadership  You can use examples from employment, academic studies or participation in sports clubs and societies (keep anonymous) Dr.Ibrahim Alhariri
  85. 85. 85 Leadership Theory Early Theories:  Great Man Theories  Leaders are exceptional people, born with innate qualities, destined to lead  Term 'man' was intentional - concept was primarily male, military and Western  Trait Theories  Research on traits or qualities associated with leadership are numerous  Traits are hard to measure. For example, how do we measure honesty or integrity? Dr.Ibrahim Alhariri
  86. 86. Dr.Ibrahim
  87. 87. 87 Leadership Traits Group Exercise:  Choose leaders YOU admire  What personality traits and skills do they have? Dr.Ibrahim Alhariri
  88. 88. 88 Traits  Adaptable to situations  Alert to social environment  Ambitious and achievement orientated  Assertive  Cooperative  Decisive  Dependable  Dominant (desire to influence others)  Energetic (high activity level)  Persistent  Self-confident  Tolerant of stress  Willing to assume responsibility Skills • Clever (intelligent) • Conceptually skilled • Creative • Diplomatic and tactful • Fluent in speaking • Knowledgeable about group task • Organised (administrative ability) • Persuasive • Socially skilled Stogdill, 1974 Leaders will also use: Integrity, Honesty, Compassion, Humility Leadership Traits and Skills Dr.Ibrahim Alhariri
  89. 89. 89 Leadership Theory Functional Theories (John Adair, Action Centred Leadership, 1970) Leader is concerned with the interaction of 3 areas:  Task – goal setting, methods and process  Team – effective interaction/communication, clarify roles, team morale  Individual – attention to behaviour, feelings, coaching, CPD Dr.Ibrahim Alhariri
  90. 90. 90 Leadership Theory  Behaviourist Theories (Blake and Mouton, Managerial grid, 1964)  Leaders behaviour and actions, rather than their traits and skills e.g. production orientated or people orientated  Different leadership behaviours categorised as ‘leadership styles’ e.g. autocratic, persuasive, consultative, democratic  Doesn’t provide guide to effective leadership in different situations Dr.Ibrahim Alhariri
  91. 91. 91 Leadership Theory  Situational/contingency Leadership (Hersey- Blanchard, 1970/80) Leadership style changes according to the 'situation‘ and in response to the individuals being managed – their competency and motivation Dr.Ibrahim Alhariri
  92. 92. 92 Competency Low competence Some competence High competence High competence Motivation Low commitment/ Unable and unwilling or insecure Variable commitment/ Unable but willing or motivated Variable commitment/ Able but unwilling or insecure High commitment/ Able and willing or motivated Leadership style DIRECTIVE (Telling) COACHING (Selling) SUPPORTIVE (Participating) DELEGATORY (Observing) Leadership Theory Dr.Ibrahim Alhariri
  93. 93. 93 New Leadership Theory Transformational Theory (Bass and Avolio, 1994)  Leaders inspire individuals, develop trust, and encourage creativity and personal growth  Individuals develop a sense of purpose to benefit the group, organisation or society. This goes beyond their own self-interests and an exchange of rewards or recognition for effort or loyalty. Dr.Ibrahim Alhariri
  94. 94. 94 Leadership Philosophies Ethical Leadership  CSR, sustainability, equality, humanitarianism  Four P’s - Purpose, People, Planet, Probity Dr.Ibrahim Alhariri
  95. 95. Dr.Ibrahim Alhariri
  96. 96. 96 Group Exercise Examine and discuss the Team Leader Job descriptions  What are the key responsibilities of the team leader role? Dr.Ibrahim Alhariri
  97. 97. 97 Key Team Leader Responsibilities 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 Dr.Ibrahim Alhariri
  98. 98. 98 Accountability, Responsibility, and Authority Responsibility Vs Accountability? What does having authority mean? Dr.Ibrahim Alhariri
  99. 99. 99 Accountability, Responsibility, and Authority  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 Dr.Ibrahim Alhariri
  100. 100. Dr.Ibrahim Alhariri
  101. 101. 101 Group Exercise When have you experienced an issue as a leader that you did not have the authority to resolve? How did you know you did not have the authority? Who did you refer to for help? Use examples from your own current experience – work, volunteer, club /society Dr.Ibrahim Alhariri
  102. 102. 102 Team Leader Authority  Team Leader authority will vary from role to role dependent on the scope of duties and organisational structure  A Team Leader may refer to line management or other Dr.Ibrahim Alhariri
  103. 103. 103 Team Leader Authority Authorities for the following:  HR (staff recruitment and training, performance and discipline, racism or bullying)  Policy and procedures (Health and Safety, changes to working practises)  Budget & resources (allocation and management)  Organisational objectives (strategy, targets)  Managing change (department restructure, office move)  Line management (support and advice, own CPD) Dr.Ibrahim Alhariri
  104. 104. 104 How to improve your leadership skills  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 SIFE -  Find a mentor – learn from positive leadership role-models  Attend further leadership and management training  Use the resources on Exeter Leaders Award ELE pages Dr.Ibrahim Alhariri
  105. 105. Dr.Ibrahim Alhariri
  106. 106. 106 Review your performance as a Leader 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,  Specific,Measurable, Achievable, Realistic, Time-bound Dr.Ibrahim Alhariri
  107. 107. Leadership vs. Management Dr.Ibrahim Alhariri
  108. 108. 108 Leadership vs. Management Dr.Ibrahim Alhariri
  109. 109. 109 Leadership vs. Management  Leaders and managers are completely different and mutually exclusive  Managers are concerned with doing things right (efficiency)  Leaders and concerned with doing the right things (effectiveness) Dr.Ibrahim Alhariri
  110. 110. 110 Leadership vs. Management  Leaders and managers are different roles but don’t have to be different types of people  Mintzberg’s 10 leadership roles  Kotter differentiating between managers and leaders in terms of core processes and intended outcomes  Rost view of management as a authority relationship and leadership as a multidirectional influence relationship Dr.Ibrahim Alhariri
  111. 111. 111 Leadership vs. Management Manager Characteristics  Administers  A copy  Maintains  Focuses on systems and structures  Relies on control  Short range view  Asks how and when  Eye on bottom line  Imitates  Accepts the status quo  Classic good soldiers  Does things right Leader Characteristics • Innovates • An original • Develops • Focuses on people • Inspires trust • Long range perspective • Asks what and why • Eye on horizon • Originates • Challenges the status quo • Own person • Does the right thing Dr.Ibrahim Alhariri
  112. 112. 112 Direct vs. Indirect Leadership  Direct leadership  Leader’s direct influence on immediate subordinates.  Leader’s direct influence on lower-level employees, peers, bosses, or outsiders  Indirect leadership  Cascading effect of leadership influence  Influence over formal programs, management systems, and structural forms  Influence over organizational culture Dr.Ibrahim Alhariri
  113. 113. 113 Difference between a Leader and Manager Leader - Provide vision and motivates people; - Goal-oriented Manager - Make sure things happen through other people; -Task-oriented Dr.Ibrahim Alhariri
  114. 114. 114 Difference between a Leader and Manager  Making sure the work is done by others is the accomplishment of a MANAGER;  Inspiring others to do better work is the accomplishment of a LEADER. Dr.Ibrahim Alhariri
  115. 115. 115 Traits of Leader Manager  Leader managers are long-term thinkers who see beyond the day’s crisis and the quarterly report;  They constantly reaching beyond their specific area of influence Dr.Ibrahim Alhariri
  116. 116. 116 Traits of Leader Manager  They put heavy emphasis on vision, values, and motivation;  They have strong political skills to cope with conflicting requirements of multiple constituents;  They don’t accept status quo. Dr.Ibrahim Alhariri
  117. 117. 117 Are leaders born? Traits of a leading LEADER: 1. Is born with leadership qualities; 2. Has seen leadership modeled throughout life; 3. Has learned added leadership through training; 4. Has self-discipline to become a great leader. Dr.Ibrahim Alhariri
  118. 118. 118 Five levels of Leadership  Level 1: Position or title; people follow because they have to (Rights).  Level 2: Permission; people follow because they want to (Relationships).  Level 3: Production; people follow because of what you have done for the organization (Results).  Level 4: Personnel Development: People follow because of what you have done for them (Reproduction).  Level 5: Personhood; People follow because of who you are and what you represent (Respect). Dr.Ibrahim Alhariri
  119. 119. 119 Important factors in leadership  The key to leadership: Priorities;  The most important ingredient of leadership: Integrity;  The ultimate test of leadership: Creating positive change; Dr.Ibrahim Alhariri
  120. 120. 120 Important factors in leadership  The quickest way to gain leadership: Problem solving;  The extra plus in leadership: Attitude;  Most appreciable asset of leadership: People; Dr.Ibrahim Alhariri
  121. 121. 121 Important factors in leadership  The indispensable quality of leadership: Vision;  The price tag of leadership: Self-discipline;  The most important lesson I’ve learned about leadership: Staff development. Dr.Ibrahim Alhariri
  122. 122. Dr.Ibrahim Alhariri
  123. 123. 123 Question for critical thinking  Do you think managers are the same as leaders? If not, explain the possible differences between them? © PhotoDisc Dr.Ibrahim Alhariri
  124. 124. Leadership Styles Dr.Ibrahim Alhariri
  125. 125. 125 Leadership Styles Dr.Ibrahim Alhariri
  127. 127. 127 Defining a Leader… Think of a leader that you worked for or observed… What does this person do and what qualities does this person have that make you admire him or her as a leader?
  128. 128. 128 Leadership Styles  Autocratic (Authoritarian- Dictatorship )  Bureaucratic  Democratic  Coercive  Transactional  Transformational  Laissez-Faire
  129. 129. 129 Autocratic (Dictatorship -Authoritarian)  Manager retains power (classical approach)  Manager is decision-making authority  Manager does not consult employees for input  Subordinates expected to obey orders without explanations  Motivation provided through structured rewards and punishments
  130. 130. 130 When to use Autocratic  New, untrained employees  Employees are motivated  Employees do not respond to any other leadership style  High-volume production needs  Limited time for decision making  Manager’s power is challenged by an employee
  131. 131. Who are Autocratic Leaders?
  132. 132. 132 Bureaucratic  Manager manages “by the book¨  Everything must be done according to procedure or policy  If it isn’t covered by the book, the manager refers to the next level above him or her  Police officer more than leader
  133. 133. 133 When to use Bureaucratic  Performing routine tasks  Need for standards/procedures  Use of dangerous or delicate equipment  Safety or security training being conducted  Tasks that require handling cash
  134. 134. Who are BureaucraticLeaders?
  135. 135. 135 Democratic  Often referred to as participative style  Keeps employees informed  Shares decision making and problem solving responsibilities  “Coach” who has the final say, but…  Gathers information from staff members before making decisions
  136. 136. 136 Democratic Continued  Help employees evaluate their own performance  Allows employees to establish goals  Encourages employees to grow on the job and be promoted  Recognizes and encourages achievement  Can produce high quality and high quantity work for long periods of time
  137. 137. 137 When to use Democratic  To keep employees informed  To encourage employees to share in decision- making and problem-solving  To provide opportunities for employees to develop a high sense of personal growth and job satisfaction  Complex problems that require a lots of input  To encourage team building and participation.
  138. 138. Who are Democratic Leaders?
  139. 139. 139 The ear of the leader must ring with the voices of the people. Woodrow Wilson
  140. 140. 140 Coercive  Power from a person’s authority to punish  Most obvious types of power a leader has.  Good leaders use coercive power only as a last resort:  In today’s sophisticated and complex workplace, excessive use of coercive power unleashes unpredictable and destabilizing forces which can ultimately undermine the leader using it.
  141. 141. 141 When to use Coercive  To meet very short term goals  When left with no other choice  In times of crisis
  142. 142. Who are Coercive Leaders? You’re Fired!
  143. 143. 143 Transactional  Motivate followers by appealing to their own self- interest  Motivate by the exchange process.  EX: business owners exchange status and wages for the work effort of the employee.  Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards.  Encourage leader to adapt their style and behavior to meet expectations of followers
  144. 144. 144 When to use Transactional  Leader wants to be in control  When there are approaching deadlines that must be met  Relationship is short term
  145. 145. A Result of the Leadership We Knew... “WE MADE WORKERS INTO ROBOTS; WE MADE THEM INTO MACHINES…
  146. 146. ...Now, we want them to become a different kind of person: to come up with new ideas.” Jack Smith, CEO, General Motors
  147. 147. 147 Transformational  Charismatic and visionary  Inspire followers to transcend their self-interest for the organization  Appeal to followers' ideals and values  Inspire followers to think about problems in new or different ways  Common strategies used to influence followers include vision and framing Research indicates that transformational leadership is more strongly correlated with lower turnover rates, higher productivity, and higher employee satisfaction.
  148. 148. 148 Transformationalcont.  Instils feelings of confidence, admiration and commitment  Stimulates followers intellectually, arousing them to develop new ways to think about problems.  Uses contingent rewards to positively reinforce desirable performances  Flexible and innovative.
  149. 149. 149  When leaders want members to be an active part of the organization and have ownership to it  When leaders are building a sense of purpose  When the organization has a long term plan  When people need to be motivated When to use Transformational
  150. 150. 150 "(He) possessed the gift of silence." (Comment by President John Adams about George Washington)
  151. 151. 151 Laissez-Faire  Also known as the “hands-off¨ style  Little or no direction  Gives followers as much freedom as possible  All authority or power is given to the followers  Followers must determine goals, make decisions, and resolve problems on their own.
  152. 152. 152 When to use Laissez-Faire  Employees are highly skilled, experienced, and educated  Employees have pride in their work and the drive to do it successfully on their own  Outside experts, such as staff specialists or consultants are being used  Employees are trustworthy and experienced
  153. 153. 153 Theory X and Theory Y  Theory X and Theory Y each represent different ways in which leaders view employees.  Theory X is the traditional view of direction and control by managers.  Theory Y is the view that individual and organizational goals can be integrated. Other Referenced Theories
  154. 154. Management/ Leader Staff/ Followers Alan Chapmen Tight control, lots of rules, no freedom
  155. 155. Alan Chapmen Management/ Leader Staff/ Followers Lots of freedom, creativity & responsibility
  156. 156. 156 Other Referenced Theories Hersey-Blanchard Situational Leadership  Based on the amount of direction (task- behavior) and amount of socio-emotional support (relationship-behavior) a leader must provide given the situation and the "level of maturity" of the followers.
  157. 157. 157
  158. 158. 158 Selecting a Style  Some people are motivated by reward  Some people are motivated by punishment  Social systems work best with a chain of command  When people have agreed to do a job, a part of the deal is that they cede authority to their leader
  159. 159. Old Style vs. New Style  Heroic (Old) 1. Managers are important people, quite apart from others who develop products and deliver services. 2. The higher “up” these managers go, the more important they become. At the “top,” the chief executive is the corporation.  Engaging (New) 1. Managers are important to the extent that they help other people who develop products and deliver services to be important. 2. An organization is an interacting network, not a vertical hierarchy. Effective leaders work throughout; they do not sit on top. Henry Mintzberg. Managers Not MBAs. 2004. San Francisco: Berrett-Koehler Publishers. Dr.Ibrahim Alhariri
  160. 160. Heroic (Old) Engaging (New) 3. Down the hierarchy comes the strategy— clear, deliberate, and bold—emanating from the chief who takes the dramatic acts. Everyone else “implements.” 4. Implementation is the problem because while the chief embraces change, most others resist it. That is why outsiders must be favored over insiders. 3. Out of the network emerge strategies, as engaged people solve little problems that grow into big initiatives. 4. Implementation is the problem because it cannot be separated from formulation. That is why committed insiders are necessary to resist ill- considered changes imposed from above and without. Dr.Ibrahim Alhariri
  161. 161. 5. To manage is to make decisions and allocate resources—including those human resources. Managing thus means analyzing, often calculating, based on facts in reports. 6. Rewards for increased performance go to the leadership. What matters is what’s measured. 7. Leadership is thrust upon those who thrust their will on others. 5. To manage is to bring out the positive energy that exists naturally within people. Managing thus means engaging, based on judgment, rooted in context. 6. Rewards for making the organization a better place go to everyone. Human values matter, few of which can be measured. 7. Leadership is a sacred trust earned from the respect of others. Dr.Ibrahim Alhariri Heroic (Old) Engaging (New)
  162. 162. 162 The perfect Leadership Dr.Ibrahim Alhariri
  163. 163. leadership effectiveness Dr.Ibrahim Alhariri
  164. 164. 164 Definition of Leadership Effectiveness Leader are effective when their followers achieve their goals, can function well together, and can adapt to the changing demands from external forces. Dr.Ibrahim Alhariri
  165. 165. 165 Leaders are Effective When: The group achieves its goals Internal processes are smooth The group can adapt to external forces Dr.Ibrahim Alhariri
  166. 166. Effective vs. Successful Managers Effective Managers  Satisfied followers  Productive  Focus on communication  Active conflict management  Motivate, train and develop employees Successful Managers  Quick promotions  Focus on networking  Interact with outsiders  Socialize  Active in office politics Dr.Ibrahim Alhariri
  167. 167. 167 Key Leadership Variables  Characteristics of the leader  Characteristics of the followers  Characteristics of the situation Dr.Ibrahim Alhariri
  168. 168. Developing Your Leadership Competencies Dr.Ibrahim Alhariri
  169. 169. 169 OBJECTIVES  Understand Leadership Competencies  Understand how competencies can be used to improve Leadership abilities. Dr.Ibrahim Alhariri
  170. 170. 170 Leadership Autograph Seeker Bingo  Obtain signature from fellow participants in boxes that identify with their experiences.  First person to black out card call out “BINGO”  Prize for the winner. Dr.Ibrahim Alhariri
  171. 171. 171 Traits and Components Commonly Found in Leadership Competency Models  Values  Cognitive Skills  Interpersonal Skills  Diversity Components  Change Orientation A competency model is a roadmap to individual and group leadership success. Dr.Ibrahim Alhariri
  172. 172. 172 Components of Competency Frameworks  Competencies are labels that describe how they relate to leadership and behavior  Competencies are often written as definitions that describe observable behaviors  Various types of frameworks used, many similarities, many differences  Army – Field Manual 22-100  ECQ’s – 5 Areas, 27 competencies  Marines -11 Principles, 14 Traits  IRS - 5 Core Responsibilities, 21 competencies  Others? Dr.Ibrahim Alhariri
  173. 173. 173 Values Values are our core beliefs that we feel most passionate about. There are individual, family, community, cultural and work values. For example:  Family  Spiritual  Learning  Integrity  Honesty  Self Awareness Dr.Ibrahim Alhariri
  174. 174. 174 Cognitive Skills Cognitive skills represents knowledge acquired through perception, reasoning, and intuition. (i.e. analytical skills, learned processes like problem solving, planning and monitoring)  Decisiveness  Problem Solving  Political Savvy  Strategic Thinking  Entrepreneurship  Analytical Thinking  Technical Knowledge Dr.Ibrahim Alhariri
  175. 175. 175 Interpersonal Skills Interpersonal skills pertain to interactions between individuals.  Oral Communication  Written Communication  Influencing & Negotiating  Developing Others  Coaching  Mentoring  Partnering Dr.Ibrahim Alhariri
  176. 176. 176 Diversity Components Diversity encompasses the understanding, respect and acceptance of the various differences and uniqueness of individuals.  Cultural Awareness  Diversity Awareness  Teamwork  Customer Focus Dr.Ibrahim Alhariri
  177. 177. 177 Change Orientation Change orientation is a systematic approach to achieving change at individual and organizational levels.  Leading Transformation  Risk taking  Achievement Orientation  Change Management  Creativity  Innovation  Adaptability  Flexibility  Resilience Dr.Ibrahim Alhariri
  178. 178. Dr.Ibrahim Alhariri
  179. 179. 179 Exercise Break into groups of four  Discuss various types of models from your respective organizations  What categories are emphasized most?  Values  Cognitive  Interpersonal  Diversity  Change Dr.Ibrahim Alhariri
  180. 180. Leadership communication strategies Dr.Ibrahim Alhariri
  181. 181. Communication Skills www.Projacs.comDr.Ibrahim Alhariri 181
  182. 182. 182 Contents  What is Communication  The Communication Equation  Process of Communication  Types of Communication  Levels of Communication  Communication Barriers  Tools of Effective Communication  The 7 keys of Powerful Communication  Characteristics of effective communications
  183. 183. 183 Communication is a series of experience of Hearing Smell Seeing Taste Touch
  184. 184. 184 Most Common Ways to Communicate Speaking Writing Visual Image Body Language
  185. 185. Deepti Singh Communication Goals To change behavior To get action To ensure understanding To persuade To get and give information
  186. 186. 186 What is Communication? What does it mean to you?  The process of communication is what allows us to interact with other people; without it, we would be unable to share knowledge or experiences with anything outside of ourselves. Common forms of communication include speaking, writing, gestures, touch and broadcasting. www.Projacs.comDr.Ibrahim Alhariri 186
  187. 187. 187 It is a process of exchanging – Information Ideas Thoughts Feelings Emotions Through – Speech Signals Writing Behavior What is Communication? What is Communication?
  188. 188. 188 Personal Presentation  Does personal presentation make a difference to the way we are perceived?  Does it matter?  What can we do about it - do we have to look bland and boring?  What if our organisation has a dress code? www.Projacs.comDr.Ibrahim Alhariri 188
  189. 189. 189 The Communication Equation  What you hear  Tone of voice  Vocal clarity  Verbal expressiveness 40% of the message  What you see or feel  Facial expression  Dress and grooming  Posture  Eye contact  Touch  Gesture 50% of the message  WORDS … 10% of the message! www.Projacs.comDr.Ibrahim Alhariri 189
  190. 190. 190 Sender Channel Receiver Feedback Channel Encoding Decoding MessageNoise Barrier Process of
  191. 191. 191 Deepti Singh Types of Communication  On the basis of organization relationship  Formal  Informal  On the basis of Flow  Vertical  Crosswise/Diagonal  Horizontal  On the basis of Expression  Verbal(Oral)  Written  Non Verbal(Gesture)
  192. 192. Types of People communicate with each other in a number of ways that depend upon the message and its context in which it is being sent. Types of communication based on the communication channels used are – Verbal Communication Witten Communication Nonverbal Communication
  193. 193. 193 Verbal vs Non Verbal  Can we communicate without words?  Voice attributes  What are they and how do they affect communication?  Physical attributes  What could be considered here and how do they affect communication?  The power of touch  What and when is OK?  Which is better, verbal or non verbal? www.Projacs.comDr.Ibrahim Alhariri 193
  194. 194. Verbal(oral)  It refers to the form of communication in which message is transmitted verbally.  Communication is done by word of mouth  In verbal communication remember the acronym “KISS” (keep it short and simple).
  195. 195. 195Verbal(oral)  In oral communication, Spoken words are used.  It includes face-to-face conversations, speech, telephonic conversation, video, radio, television, voice over internet.  Communication is influence by pitch, volume, speed and clarity of speaking.  Advantages – It brings quick feedback. In a face-to-face conversation, by reading facial expression and body language one can guess whether he/she should trust what’s being said or not.  Disadvantages – In face-to-face discussion, user is unable to deeply think about what he is delivering, so this can be counted as a fault.
  196. 196. Written  In written communication, written signs or symbols are used to communicate.  In written communication message can be transmitted via email, letter, report, memo etc.  Written Communication is most common form of communication being used in business.  Advantages – Messages can be edited and revised Written communication provide record and backup. A written message enables receiver to fully understand it and send appropriate feedback.  Disadvantages – Written communication doesn’t bring instant feedback. It take more time in composing a written message as compared to word-of-mouth and number of people struggles for writing ability.
  197. 197. Nonverbal(gesture)  Nonverbal communication is the sending or receiving of wordless messages. Such as gesture, body language, posture, tone of voice or facial expressions, is called nonverbal communication.  Nonverbal communication is all about the body language of speaker. Nonverbal communication have the following three elements –  Appearance Speaker – clothing, hairstyle, neatness, use of cosmetics Surrounding – room size, lighting, decorations, furnishings  Body Language facial expressions, gestures, postures  Sounds Voice Tone, Volume, Speech rate
  198. 198. 198 Levels of 1- Intrapersonal Communication  is communication that occurs in your own mind. It is the basis of your feelings, biases, prejudices, and beliefs.  Examples are when you make any kind of decision – what to eat or wear. When you think about something – what you want to do on the weekend or when you think about another person.
  199. 199. 199 2- Interpersonal communication  is the communication between two people but can involve more in informal conversations.  Examples are when you are talking to your friends. A teacher and student discussing an assignment. A patient and a doctor discussing a treatment. A manager and a potential employee during an interview. Levels of
  200. 200. 200 3- Small Group communication  is communication within formal or informal groups or teams. It is group interaction that results in decision making, problem solving and discussion within an organization.  Examples would be a group planning a surprise birthday party for someone. A team working together on a project. Levels of
  201. 201. 201 4- One-to-group communication  involves a speaker who seeks to inform, persuade or motivate an audience.  Examples are a teacher and a class of students. A preacher and a congregation. A speaker and an assembly of people in the auditorium. Levels of
  202. 202. 202  5- Mass communication  is the electronic or print transmission of messages to the general public. Outlets called mass media include things like radio, television, film, and printed materials designed to reach large audiences.  A television commercial. A magazine article. Hearing a song on the radio. Books, Newspapers, Billboards. The key is that you are reaching a large amount of people without it being face to face. Feedback is generally delayed with mass communication. Levels of
  203. 203. Barriers of
  204. 204. 204 Deepti Singh Barriers to Communication Semantic Barriers Emotional Or Psychological Barriers Organizational Barriers Barriers in Superiors Culture Barries
  205. 205. 205 Deepti Singh Semantic Barriers Symbols with different meaning Badly expressed message Faulty translation Unclarified assumption Specialist’s language
  206. 206. 206 Deepti Singh Emotional Or Psychological Barriers Premature evolution Inattention Loss of transmission & poor retention Undue reliance on the written word Distrust of communication Failure to communicate
  207. 207. 207 Deepti Singh Organization Barriers Organizational policy Organization rules & regulation Status relation Complexity in organization
  208. 208. 208 Deepti Singh Personal Barriers Barriers in Superior  Attitude of Superior  Fear of challenge of authority  Lack of time  Lack of awareness Barriers in Subordinates  Unwillingness to communicate  Lack of proper incentive
  209. 209. Ethnic relation Gender relation National relation Religion relation Culture Barries
  210. 210. How to Overcome Barriers of  Taking the receiver more seriously  Crystal clear message  Delivering messages skilfully  Focusing on the receiver  Using multiple channels to communicate instead of relying on one channel  Ensuring appropriate feedback  Be aware of your own state of mind/emotions/attitude
  211. 211. 211 Barriers to Effective Communication Barriers to effective communication Language NoiseTime DistractionsOther people Put downsToo many questions Distance Discomfort with the topic Disability Lack of interest www.Projacs.comDr.Ibrahim Alhariri 211
  212. 212. 212 Tools of effective  Be Brief  Manners  Using “I”  Be Positive  Good listener  Spice up your words  Clarity  Pronunciation
  213. 213. 213 Effective Communication Skills Effective Communication skills Eye contact & visible mouth Body language Silence Checking for understanding Smiling face Summarising what has been said Encouragement to continue Some questions www.Projacs.comDr.Ibrahim Alhariri 213
  214. 214. 214 Characteristics of effective communications  Effective communication requires the message to be:  Clear and concise  Accurate  Relevant to the needs of the receiver  Timely  Meaningful  Applicable to the situation www.Projacs.comDr.Ibrahim Alhariri 214
  215. 215. 215 Characteristics of effective communications  Effective communication requires the sender to:  Know the subject well  Be interested in the subject  Know the audience members and establish a rapport with them  Speak at the level of the receiver  Choose an appropriate communication channel www.Projacs.comDr.Ibrahim Alhariri 215
  216. 216. 216 Characteristics of effective communications  The channel should be:  Appropriate  Affordable  Appealing www.Projacs.comDr.Ibrahim Alhariri 216
  217. 217. 217 Characteristics of effective communications The receiver should:  Be aware, interested, and willing to accept the message  Listen attentively  Understand the value of the message  Provide feedback www.Projacs.comDr.Ibrahim Alhariri 217
  218. 218. Characteristics of effective communicator  An effective verbal communicator:  Clarifies  Listens  Encourages empathically  Acknowledges  Restates/repeats  An effective nonverbal communicator:  Relaxes  Opens up  Leans toward the other person  Establishes eye contact  Shows appropriate facial expressions www.Projacs.comDr.Ibrahim Alhariri 218
  219. 219. 219 The 7 keys of Powerful Communication 1. Assertiveness 2. Authenticity 3. Asking 4. Open-Mindedness 5. Empathy vs Sympathy 6. Clarity(Transparency) 7. Listening www.Projacs.comDr.Ibrahim Alhariri 219
  220. 220. 220 Deepti Singh How do you develop your communication skills? Explore the related skills
  221. 221. 221 Tips to good communication skills Maintain eye contact with the audience Body awareness Gestures and expressions Convey one's thoughts Practice effective communication skills
  222. 222. 222 Effective Communication . . . It is two way. It involves active listening. It reflects the accountability of speaker and listener. It utilizes feedback. It is free of stress. It is clear.
  223. 223. Effective communication • Meaning and Definition • Uses of Effective Communication • The 7C’s of Effective Communication • Facts about Effective communication
  224. 224. Meaning and definition Meaning- Effective Communication is a two way process – sending the right message and to the right person. It is important to know the psychology of the people you are interacting with for communication to be effective. For communication to be effective it is necessary to know the circumstances of the counter entity. Effective communication includes all the aspects of visual, auditory and kinaesthetic language to appeal the listener. Definition- “Effective communication is the communication which produces intended or desired result”
  225. 225. Uses of effective communication •Effective communication helps to understand a person or situation in a better way. •It enables us to solve the differences, build trust and respect in the organization. •Sometimes our message is misunderstood or we misunderstand the received message, effective communication helps us to resolve problems with both’s point of view. •Effective communication helps us to connect well with kids, spouse, boss, colleagues, etc. •It helps us in decision making.
  226. 226. The 7c’s of effective communication 1. Completeness 2. Conciseness 3. Consideration 4.Clarity 5. Concreteness 6.Courtesy 7. Correctness.
  227. 227. Completeness `•The information conveyed in the message should be complete for the communication to be effective. •The sender must take into consideration the receiver’s mind set and convey the message accordingly. •Complete communication enhances the reputation of the organization. •Complete information always gives additional information wherever required, it leaves no question in the minds of the receiver. •Complete information helps in better decision making as it serves all the desired and crucial information. •Complete information persuades the audience.
  228. 228. Conciseness •Conciseness means communicating what you want to convey in least possible words. •Conciseness is a necessity for effective communication. •Concise communication provides short and essential message in limited words. •Concise message is more appealing and comprehensive to the audience. •Concise messages are non repetitive in nature.
  229. 229. Consideration •Effective communication must take audience into consideration by knowing the viewpoints, back ground, mindset, educational level, etc. •Consideration implies ‘stepping into the shoes of others’. •Consideration ensures that the self respect of the audience is maintained and their emotions are not harmed. •Consider the needs and requirements of the audience to achieve effective communication.
  230. 230. Clarity •Clarity implies emphasizing on a specific goal or objective at a time, rather than trying to move away from track. •Clarity helps to understand the message easily. •Complete clarity of thoughts and ideas enhances the meaning of message. •Clarity comes with the use of exact, appropriate and concrete words.
  231. 231. Concreteness •Concrete communication implies being particular and clear rather being fuzzy and general. •Concrete communication shows good level of confidence. •Concrete information helps to strengthen the reputation of the organization. •Concrete information cannot be misinterpreted.
  232. 232. Courtesy •Courtesy means being polite, kind, judicious, enthusiastic and convincing. •Courtesy is an important element of effective communication. •Courtesy reflects the nature and character of the sender of the message. •It is the same as give respect and then expect the same. •Courtesy is not at all bias in nature.
  233. 233. Correctness •Correctness in the communication implies that the correct information is conveyed through message. •Correct communication boosts up the confidence level of the sender. •Correct information has greater impact on the audience. •Free from grammatical errors and use of appropriate and correct language. •Correct information includes the precision and accurateness of facts and figures used in the message.
  234. 234. 234 What is listening ? • Listening is the absorption of the meanings of words and sentences by the brain. Listening leads to the understanding of facts and ideas.
  235. 235. 235 Various stages to listening  Hearing  Focusing on the message not the person  Comprehending and interpreting  Analyzing and Evaluating  Responding  Remembering
  236. 236. 236 Co-relation between Listening and Speaking 9% 16% 30% 45% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Writing Reading Speaking Listening
  237. 237. 237 What we are taught…. 9% 16% 30% 45% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Writing Reading Speaking Listening
  238. 238. 238 Importance of listening “If we were supposed to talk more than listen, we would have been given two mouths and one ear.” Mark Twain
  239. 239. 239 Techniques of active listening PARAPHRASE Restate what was said in your own words SUMMARIZE Pull together the main points of a speaker QUESTION Challenge speaker to think further, clarifying both your and their understanding, however suspend judgement
  240. 240. 240 Path for good communication Listen to Understand Understand before speaking Speak to be understood Seek understanding before proceeding Repeat
  241. 241. 241 Conclusion A man is seldom better than his conversation - German Proverb
  242. 242. Brainstorming 1 Dr.Ibrahim Alhariri
  243. 243. Brainstorming What is it? Why do we need it? A gathering of ideas from your brain onto paper. The variety of ideas and the use of your imagination assist you in producing a lot of material with which to work. It’s the best way to collect your thoughts. It’s helpful for organization. It ensures only quality ideas are used in the essay. Dr.Ibrahim Alhariri
  244. 244. Brainstorming Technique Number One Freewriting What is it? Think about the topic. Then write, write, write. Whatever comes into your brain – even if it doesn’t have to do with the topic. Example: Dr.Ibrahim Alhariri
  245. 245. Brainstorming Technique Number One Freewriting "This paper is supposed to be on the politics of tobacco production but even though I went to all the lectures and read the book I can't think of what to say and I've felt this way for four minutes now and I have 11 minutes left and I wonder if I'll keep thinking nothing during every minute but I'm not sure if it matters that I am babbling and I don't know what else to say about this topic and it is rainy today and I never noticed the number of cracks in that wall before and those cracks remind me of the walls in my grandfather's study and he smoked and he farmed and I wonder why he didn't farm tobacco..." Dr.Ibrahim Alhariri
  246. 246. Brainstorming Technique Number One Freewriting Options: Write for a specific time period Write for a specific amount of paper Dr.Ibrahim Alhariri
  247. 247. Number One Freewriting When is it helpful? When you have NO ideas about a topic When you have TOO MANY ideas about a topic Maybe I could say this or maybe I could say that… hmmm ??? ??? Brainstorming Technique Dr.Ibrahim Alhariri
  248. 248. Number Two Making a Cube What is it? Imagine a cube. It has six sides. On each side, you have a different task regarding the topic. Brainstorming Technique Dr.Ibrahim
  249. 249. Brainstorming Technique Number Two Making a Cube Describe Side One: Describe the topic. Side Two: Compare the topic. Side Three: Associate the topic. Side Four: Analyze the topic. Side Five: Apply the topic. Side Six: Argue for or against the topic. CompareAssociateAnalyzeApplyArgue Dr.Ibrahim Alhariri
  250. 250. Brainstorming Technique Number Three Clustering What is it? When you write down words or concepts associated with the topic – any ideas that come into your mind Dr.Ibrahim Alhariri
  251. 251. Brainstorming Technique Number Three Clustering Draw a bubble. And write the topic above it. Brainstorm! Now look for words that connect with each other. Circle the words and connect them with lines. Global Warming rainforestsdisappearing extinction emissions dangerous dying animals toxic world wide Cars/SUVs factories landscape changes no icebergs expensive to fix? hurricanes Reversible? Dr.Ibrahim Alhariri
  252. 252. Brainstorming Technique Number Four Listing or Bulleting What is it? Create a list of terms/ideas/concepts about the topic. Create multiple lists depending on the purpose. Global Warming Toxic fumes SUVs/Cars Extinction Belief/Disbelief Kyoto Agreement Belief/Disbelief Scientists disagree Average American China/USA Normal occurrence or abnormal event? Dr.Ibrahim Alhariri
  253. 253. Brainstorming Technique Number Five Venn Diagram What is it? Draw two circles that connect, like this: List two topics above the circles. Brainstorm about the topics – what do they have in common and what is unique about each one. Cities Eiffel Tower Capital Became Paris in 400 A.D. francophone County seat Anglophone Founded in 1839 Dr.Ibrahim Alhariri
  254. 254. Brainstorming Technique Number Five Venn Diagram When is it used? When you are writing a comparison or contrast essay. Cities Eiffel Tower Capital Became Paris in 400 A.D. francophone County seat anglophone Founded in 1839 Dr.Ibrahim Alhariri
  255. 255. Brainstorming Technique Number Six Tree Diagram What is it? This diagram has a central idea to which you add branches that focus on details. Dr.Ibrahim Alhariri
  256. 256. Number Six Tree Diagram When do you use it? This type of diagram is helpful in classification essays. Media Print Visual Audio Newspaper magazine booklet television webpage movie cd mp3 cassette Brainstorming Technique Dr.Ibrahim Alhariri
  257. 257. Brainstorming Technique Number Seven Act like a Journalist What is it? Using the question words in English to explore the topic. Who? What? When?Where? Why? How? Dr.Ibrahim Alhariri
  258. 258. Brainstorming Technique Number Seven Act like a Journalist When is it useful? Use this technique when you want to write a narrative. Who? When? What? Where? Why? How? Dr.Ibrahim Alhariri
  259. 259. Brainstorming Technique Number Eight T-Diagram What is it? Using a T shape, list a category that you want to compare or contrast about a specific topic or topics. Do this for a variety of categories. Paris,FranceandParisTexas location Europe Northern France North America Northern Texas Dr.Ibrahim Alhariri
  260. 260. Brainstorming Technique Number Eight T-Diagram When is it useful? This technique helps when you are writing a contrast or comparison essay. Paris,FranceandParisTexas location Europe Northern France North America Northern Texas Dr.Ibrahim Alhariri
  261. 261. Brainstorming Technique Number Nine Spoke Diagram What is it? Write the topic in a circle. Then think of about causes and effects. Write these around the circle like spokes on a wheel. Global Warming too many people cars/suvs not recycling chopping down trees Crazy weather Loss of polar ice caps dying animals Dr.Ibrahim Alhariri
  262. 262. Brainstorming Technique Number Nine Spoke Diagram When is it useful? Use this technique when you want to explore cause and effect. too many people cars/suvs not recycling chopping down trees Global Warming Crazy weather loss of polar ice caps dying animals Dr.Ibrahim Alhariri
  263. 263. BRAINSTORMING 2 Dr.Ibrahim Alhariri
  264. 264. 264 WHAT IS BRAINSTORMING?  Brainstorming is a group activity technique.It is designed to generate lots of ideas for solution of a problem. The underlying principle is that the greater the number of ideas generated,the possibility that a quality solution will be found.  Brainstorming is a commonly used tool by academics researchers and business teams. Dr.Ibrahim Alhariri
  265. 265. 265 RULES There are four basic rules in brainstorming. 1)Focus on quantity:If lots of ideas are generated it will be easy to produce a radical and effective solution. 2)Reserve criticism:Don’t comment on any ideas.First accept all,at a later stage judge. Dr.Ibrahim Alhariri
  266. 266. 266 RULES 3)Welcome unusual ideas:To get a good and long list of ideas,unusual ideas are welcomed. 4)Combine and improve ideas:Good ideas may be combined to form a single better idea. Dr.Ibrahim Alhariri
  267. 267. 267 PROCEDURE  Decide on the question or topic that you will present to the group during brainstorming.  Give yourself a time limit.  Choose the participants from five to twelve. Dr.Ibrahim Alhariri
  268. 268. 268  Plan how you will record the results of brainstorming session.  Describe what you will do with the data.  Go through all the ideas and make sure that the meaning of idea is clear. Dr.Ibrahim Alhariri
  269. 269. 269 TECHNIQUES  1) FREEWRITING  When you freewrite,you write down whatever comes into your mind.You don’t judge the quality of writing and don’t worry about style,spelling,grammar or punctuation.When you have finished your writing and have reached your goal,read back over the text,decide the solution. Dr.Ibrahim Alhariri
  270. 270. 270 TECHNIQUES 2) NOMINAL GROUP TECHNIQUE Participants are asked to write their ideas anonymously.Then the moderator collects the ideas and each is voted on by the group.The best idea is chosen. Dr.Ibrahim Alhariri
  271. 271. 271 TECHNIQUES 3) GROUP PASSING TECHNIQUE Each person in a circular group writes down one idea,and then passes the piece of paper to the next person in a clockwise direction,who adds some thoughts.This continues until everybody gets his or her original piece of paper back.By this time,participants will have examined each idea in detail. Dr.Ibrahim Alhariri
  272. 272. 272 TECHNIQUES 4)TEAM IDEA MAPPING METHOD This technique may improve collaboration and increase the quantity of ideas,and is designed so that all attendees participate and no ideas are rejected. The process begins with a well-defined topic.Each participant brainstorms individually,then all the ideas are merged onto one large idea map. Dr.Ibrahim Alhariri
  273. 273. 273 TECHNIQUES 5)INDIVIDUAL BRAINSTORMING  It typically includes such techniques as free writing, free speaking, word association,and drawing a mind map,which people diagram their thoughts.  Individual brainstorming is useful method in creative wiriting. Dr.Ibrahim Alhariri
  274. 274. 274 TECHNIQUES 6)QUESTION BRAINSTORMING This process involves brainstorming the questions,rather than trying to come up with immediate answers and short term solutions. Questions are important in that tecnique.We need a list of questions to reach to the best solution in an orderly way. Dr.Ibrahim
  275. 275. 275 ADVANTAGES & DISADVANTAGES OF BRAINSTORMING ADVANTAGES  * Many ideas can be generated in a short time.  * Requires few material resources.  * The results can be used immediately or for possible use in other projects. Dr.Ibrahim
  276. 276. 276 ADVANTAGES & DISADVANTAGES OF BRAINSTORMING  * Is a “democratic” way of generating ideas.  * The concept of brainstorming is easy to understand. Dr.Ibrahim
  277. 277. 277 ADVANTAGES & DISADVANTAGES OF BRAINSTORMING DISADVANTAGES * Requires an experienced and sensitive faciliator who understands the social psychology of small groups. * Requires a dedication to quantity rather than quality. Dr.Ibrahim
  278. 278. 278 ADVANTAGES & DISADVANTAGES OF BRAINSTORMING * Shy people can have difficulties in participating. * May not be appropriate for some business or international cultures. Dr.Ibrahim
  279. 279. Final Thoughts
  280. 280. Being a 360-Degree Leader is about more than just doing a good job now and making things easier today for the people working above and below you. It is about making sure the organization has a chance to be good tomorrow too. As you teach others to perform 360-Degree Leadership, you will be giving the organization greater depth as well as strength. You will be helping to raise the bar in such a way that everybody wins. 280
  281. 281. 281  Organizations rise and fall on the merit of their leadership—at every level.  Successful organizations cannot afford to wait until someone gets “to the top” to start leading.  They need 360° leaders now.  The common denominator of thriving organisation is the presence of competent leaders at every level of their structures. 281
  282. 282. 282  Becoming a 360-Degree Leader isn’t easy. It takes a lot of work, and it doesn’t happen overnight.  But it is worth every bit of the effort.  The better 360-Degree Leader you become, the greater impact you will be able to make. 282
  283. 283. 283 283 and finally, just dive in!
  284. 284. 284 Leadership, like swimming cannot be learnt by reading about it! Henry Minzberg 284
  285. 285. 285 Questions & Comments ???? Many thanks for your attendance & participation Dr.Ibrahim

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Introduction: This Workshop offers an extensive training on 360 Leadership in the 21st Century. This workshop will provide the most comprehensive training on leadership effectiveness in formal organizations with practical suggestions for improving leadership skills. It introduces The Nature of Leadership, The Nature of Managerial Work, Perspectives on Effective Leadership Behavior, Participative Leadership, Delegation, and Empowerment, Managerial Traits and Skills Theories of Effective Leadership, Leading Change in Organizations, Leadership in Teams and Decision Groups, Strategic Leadership by Top Executives and Developing Leadership Skills Objectives: • To learn strategies and tools to overcome 21st Century challenges • To become a more Creative and Competent Leader. • To learn different Management Styles and how to deal with it. • To learn the importance of Productive Performance Appraisal • To Learn Different Leadership Styles • To Learn Different Followers Styles • To become a better Leader in the 21st Century Who should attend: Top Management Middle Management Daily Outlines: DAY 1: • The Management Process • Planning • Organizing • Leading • Control • Nature of Managerial Work • Creativity DAY 2: • Innovative Leadership • The Nature Of Leadership • The Nature of Managerial Work • Effective Creative Leadership • Change Management • Productive Performance Appraisal • Delegation and Empowerment DAY 3: • Organizational Behavior • Multi Culture • Diversity • Effective Communication • Leadership in Teams • Leadership in Decision Groups DAY 4: • Leadership Styles • Followers Types • Developing Leadership Skills • Competent Leadership • Leadership Dimensions • Leadership in the 21st Century DAY 5: • Managerial Grid Styles • Creativity • Innovation • Critical Thinking • Emotional Intelligence • The Habits of Highly Effective Leaders and Managers • Related DVDs


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