This is a presentation by Dr. Shamsuddin Bolatito at the 2nd Young Leaders Academy organised by Sheikh Abdallah Makki Centre for Training and Reformation of Thought Centre in Khartoum, Sudan.

1. by
Shamsuddin Bolatito (Ph.D)
A Presentation for
Yo u n g L e a d e r s A c a d e m y ( Y O L A )
@
Sheikh Abdallah Makki Centre for Training and Reformation
of Thought, Khartoum-Sudan.
22/01/2019

2. Help to develop tools, behaviours and capacity that a person
needs in order to be successful at motivating and directing
others.
Helps to improve your leadership abilities.
To help you become a more effective leader in any area of your
life.
To help improve your leadership abilities.

3. What are Leadership
Skills?
The ability to inspire others to follow and change the
future through basic ingredients such as integrity,
vision, courage, and loyalty to one’s principle.

4. Are Leaders Born or Made?
What is your perspective?
What Skills did all these people have
that make them effective Leaders?

5. Commitment to the Mission and
Vision of the Establishment
 Would Do
 Would Serve
 What Changes
 Accept Risks
 Sacrifices

6. What are Leaders’ Mission and
Vision
 Mission Statement is the main purpose and
objectives of any establishment.
 It defines those key actions and measures that can be
used to determine whether or not an organization is a
success.

7. A vision Statement addresses the
purpose of an establishment, it
tells what an establishment does.
Vision

8. 8
Ten Skills needed to Develop Leadership Model
Model the
way
Clarify values
Set an Example
Inspire a
Share Vision
Challenge the
Process
Encourage the
heart
Enlist others
Envision the Future
Experiment and take risks
Search for Opportunities
Recognize contributions
Celebrate victories, values and
Accomplishments
Foster Collaboration
Strengthen Others
Enable others to
Act

9. 9
CoreValues of a Leader
Freedom
Freedom for
expression of
thoughts and
ideas
Fairness
Treating people
fairly and giving
equal
opportunities
Commitment
Committed towards
the work

10. 10
The Skills required to
engage with,
motivate, and
persuade people to
buy-in to a vision,
objective, or goal
The Skills required to
Manage resources in
order to deliver a task,
product, or Service
Management Vs Leadership

11. 11
A Leaders
 Thinks long term
 Thinks strategy
 Ask what and why
 Looks to the horizon
 Knows the people
 Build success through people
 Influences
A Managers
 Thinks Short term
 Think tactics
• Plans how and when
• Looks at the bottom line
• Knows the day-to-day Activities
• Build success through quality
• Gain authority through his/her
position
Exercise
List the difference between Managers and Leaders.

12. What’s your perception
of Leadership?

13. How your personality style
affects your ability to Lead?
13
•Our habits, behaviours, and personalities all
make us distinct from one another.
•Direct Style: This can come off as overbearing,
impatient, stubborn, and autocratic.
•Appear as if they don’t want other people’s input
•They don’t listen to others

15. Leadership Styles
Leadership Styles Merits Demerits Uses
1-The Autocratic: Keep decision
making power to themselves
Quick decision making
and
no consultation
Members don’t have the chance
to develop their decision-making
skills , its reduces motivation
and morale among members
Short-term, Complex,
Technical cases or
urgent issues
2- The Democratic: Making
decision as a group and letting other
have a say
Allows members to
have input in the
affairs of the
Organization,
Everyone is involved
Decision can take a long time to
make
No total control of the
Organization
Allows members to
contributes to own
creativity and
produces good
results.
3-The Bureaucratic: An
environment where following the rules
is more important than creativity or
thinking outside the box.
Helps promote
consistent output and
quality, can cut costs,
and improve
productivity
It can de-humanize and
discourage the work force and
produces un-skilled work force
within any Organization
Help to produce
image of regulation
and control, it is also
good for rigid control
for an Org.
4- The Charismatic: The ability to
inspire through vision and influence
others to actions
Its encourages
creativity and
forward-thinking
decision making
Its time consuming, no room for
human errors
For vision
commitment and
functioning of the
Org.

16. • The leader take the organizations’ mission and vision
statement relatable to the teams members on a personal level.
• Making members feel important and connected to fostering
team work and cohesiveness.
• Communicate quickly, widely and effectively
• Recognises the contributions of others
• Nurtures, supports and motivates others
• Never stops learning
• Be personally effective
• Provide support, encouragement and motivation
Leading others

17. Good Leaders Approaches to Lead
Strategic
Approach
Human
Asset
Approach
Expertise
Approach
Unborn
Approach
Change
Approach

18. giving others the authority to act on your
behalf, accompanied with responsibility and
accountability for results.
Delegation
18

19.  Allowing more people to be actively
involved
 Distributing the work load more
evenly
 Helping an organization or committee
run more smoothly and efficiently
Benefits for the Organization
19

20. Telling: The leader designs the job then delegates to a member.
Participating: The leader identifies a job a member might do with
another member, then gets a commitment that they will work on it.
Selling: The leader involves members in developing a project and
encourages them to volunteer for tasks.
Delegating: The leader gives a member a desired outcome and then
leaves them to do it, “pure delegation.”
FOUR BASIC DELEGATION
STRATEGIES
20

21. They assumes that;
 With vision and passion, the Org. can achieve
‘great things’
 With inspiration and enthusiasm, energy and
passion ‘get done’
 Focus on team building, collaboration and
motivation
 Drives development and goal accomplishment
Transformational Leadership
21

23. They maintain day-to-day running of the
Org. and ensuring members perform a
role in exchange for reward.
Transactional Leadership
23

25.  The best leaders are those who understand one measure
of success is how successful their team members are.
 Building your team’s skills, abilities, and success is an
integral part of being a leader.
 Helping them grow, helping them improve, and helping
them become prepared for the next job or task is all part
of your role as leaders.
Mentoring Others
25

26. It is the relationship between two people who have
the mutual goal of development on both a personal
and professional level.
The mentor process knowledge, skills, training,
experience, and abilities that the mentee would like
to develop.
What is Mentoring?
26

27.  Are you certain that the skills you have are a good match for
the mentee’s needs?
 Is there another way of meeting the potential mentee
needs?
 Is this a good use of time for you?
 What boundaries do you set on the relationship?
What to consider before Mentoring?
27

28. StructuringYour Mentoring
Relationship
Formality:Will you have a formal,
structured relationship with specific
goals and topics to be covered or
you will both agreed on what to
cover?

29. StructuringYour Mentoring Contd.
Frequency: How often are you going
to be in contact with each other?
The length of the meeting
Venue or Location?

30. StructuringYour Mentoring Contd.
Method: Will you meet face-to-face?
Who is responsible for initiating the
contact?
What about the use of phone or
email?
Venue or Location?

31. StructuringYour Mentoring Contd.
Duration: How long will your
mentorship last?
Will you agreed on accomplishment
of specific goals?
Will you have review of the
mentorship?

32. StructuringYour Mentoring Contd.
Confidentiality:What level of
information and details can you
share?

33.  Behaviour
 Effect
 Expectation
 Result
Measures for Feedback-BEER
33

34.  Know yourself
 Know your capacity
 Get vision and direction
 Be a transformational Leader
Conclusion
34

35. THANKYOU
Shamsuddin Bolatito Ph.D.
+249 12 11 24 130
Samtito1421h@Hotmail.com
https://independent.academia.edu/SamtitoOlatito