Leadership

AS LEVEL: BUSINESS STUDIES

1
Contents of discussion
What is Leadership?
Are Leaders Born or Made?
An Effective Leader
Qualities of a good leader
Sources of Conflict
Leadership Principles
Team work
Leadership styles
Leadership Cycle and Four Major Factors
The Most Important Words
Closing Comments 2
What is Leadership?
Leadership is a process by
which a person influences others
to accomplish an objective and
directs the organization in a way
that makes it more cohesive and
coherent.

3
ASME International
Are Leaders Born or Made?
Good leaders are made not
born. If you have the desire and
willpower, you can become an
effective leader. Good leaders
develop through a never ending
process of self-study, education,
training, and experience.

4
ASME International
 An Effective Leader

Becoming an effective leader is not easy

Part skill development
Part experience
Remember, Leadership is Action, not Position
Power does not make you a leader...it simply
makes you the boss
How do YOU become an effective leader?
No cookbook formula
Situational, as well as individual

5
 Characteristics of a Good
Leader
Goodcommunicator Loyal
Goodlistener Accountability
Honest Teamplayer/teamwork
Knowledgeable Dependable
Canmakedecisions Creative/innovative
Hasasenseofhumor Canremaincalminstressful
Responsibility situations

Trustworthy Getsalongwithcoworkers
Givesrecognition
6
 Sources of Human Conflict
(there is a cause to every difficulty)

Inconsistent Self-centered
Dishonest Lack of trust
Inflexible Unrealistic expectations
Afraid to make decision Doesnt share recognition
Poor communicator Duplicitous
Isnt punctual forgets commitments
Doesnt step up to situation Doesnt care
Unreasonable Isnt accountable
Self-interest over others Refuses to admit errors
Superiority viewpoint Doesnt listen
Fails to use empathy Lacks enthusiasm
Lacks respect for others
7
 Leadership Principles
A Principle is a Tested form of Action, proven
useful in the skill of leadership
In isolation, principles are ineffective - must be
applied based on the situation
Help identify root cause of conflict
guidelines to find mutually beneficial solutions
Seek to understand the sources of conflict within a
team, and find win-win solutions
8
 Leadership Principles

1 - Show Interest 8 - Explain Why

2 - Positive Approach 9 - Admit Mistakes
3 - Complaints 10 - Reasonable
4 - Promises Expectations
5 - Get the Facts 11 - Be Prompt
6 - Discussion Basis 12 - Compliment
7 - Design an Approach 13 - Prepare for Change

9
 Show Interest
Develop a Relationship
Frequent personal contact - LISTEN to others
Keep an open and honest attitude
Take time to learn & understand other peoples needs
Sell ideas based on merit, value to others
Never force a personal agenda
Offer suggestions to help others solve their OWN
problems
10
Positive Approach
Consider other persons feelings
& objectives in planning what
you do/say
Plan before you speak
Give benefit of the doubt
Avoid jumping to conclusions
Consider others point of view and
emotional state
Keep negative emotion out of discussion
11
 Complaints/Suggestions
View complaints not as personal criticism, but
as valuable feedback and suggestions
Not easy to do, but working relationships improved when
regularly practiced
Address complaints quickly, Listen to whole story
Remain composed, calm - avoid interruptions
Show problem is understood by restating it, Ask questions to clarify
misunderstandings
Show appreciation, and indicate what will be done
FOLLOW UP with action
12
 Promises
Make few promises, and keep them!
Credibility lost when leadership fails to keep promises
Ensure commitment is realistic and attainable
Keep stakeholders informed of progress
If situations change, and promise cannot be kept:
Immediately contact those affected, avoid rumors
Explain carefully and thoroughly the reasons
Allow free feedback, consider others
Follow up with mutually agreed corrective actions
13
 Get The Facts

Examine all facets of a situation

Evaluate evidence
Allow everyone involved to express viewpoint
Consider others rights, whats fair
Ignore unsubstantiated information
Base decisions on logical thinking, not emotions

14
 Discussion Basis
Keep it a business-like discussion
Stick to the subject
Listen respectfully
Avoid getting hung up on personalities
Grant that other person may have something
Do not loose temper
Plan the time and place for the discussion

15
 Design An Approach
Approach appeals to others motivations
and emotions
Be pleasant, remain calm
Use questions, and listen to responses
Observe body language, clues to
others feelings
Give direct answers
Speak in a manner the other participants
understand/relate to
16
 Explain Why
Reasons why/why not
Be truthful
Show willingness to answer questions
Let others in on the know
Present the complete story

17
 Admit Mistakes
Recognize no one is perfect
Natural tendency is to avoid sharing or rationalizing a
mistake
No mistakes => is employee or leader really doing
anything? At least not taking risks
Determine who is affected by mistake, and if any
corrective action needed
Recognize mistake was made, regardless of how
discovered. Show mistakes are learning opportunities
Document lessons learned for each project
18
Reasonable Expectations

Present fair/realistic
expectations
Listen completely to any objections
Restate objections, outlining competing
positions and underlying reasoning
Use illustrations and examples
Present complete picture, and rationale
for subsequent decision

19
 Be Prompt
Be responsive to situations / issues
Does not mean need to always act immediately
Be consistent, use a structured problem solving technique
Base decisions on facts, if this takes time
promptly acknowledge understanding of situation
Let others know what is going on
Allow others to assist, give choices of alternatives
Always follow up!

20
 Compliment
Always give recognition where deserved
Ensure sincere and consistent
Understand each person is an individual, tailor recognition
to be meaningful to the person
Recognition can be simple, a note of thanks
Decide whether best kept personal or public
Give commendation for special accomplishments & efforts
Do not overlook contributions, especially if others
recognition is public
21
 Prepare For Changes
Prepare others in advance for changes
affecting them
Change is threatening! And a fact of modern life
Review impending change, determine effect on others
Determine what/how much information should be disseminated
Understand and explain reasons for change
Select right time, forum for communications
Promptly publicize news
Listen & respond to questions, suggestions
22
 Teamwork Doesnt
Just Happen
Takes time, effort to establish effective team
Very similar to modern industry project teams
Team leader often not the boss
Project teams pulled together, cross-functional skills quickly
focused on objective
Typical that members are on other teams (other jobs)
Team disbanded after completion
Leader needs to motivate and enable/empower
Team needs to share responsibility, accountability, and recognition
for deliverables

23
Types of Leadership Style

24
Types of Leadership Style(contd.)

Autocratic:
Leadermakesdecisionswithoutreferenceto
anyoneelse
Highdegreeofdependencyontheleader
Cancreatedemotivationandalienation
ofstaff
Maybevaluableinsometypesofbusiness
wheredecisionsneedtobemadequicklyand
decisively

25
Types of Leadership Style(contd.)

Democratic:
Encouragesdecisionmaking
fromdifferentperspectivesleadership
maybeemphasisedthroughout
theorganisation
Consultative:processofconsultationbefore
decisionsaretaken
Persuasive:Leadertakesdecisionandseeks
topersuadeothersthatthedecision
iscorrect

26
Types of Leadership Style(contd.)

Democratic:
Mayhelpmotivationandinvolvement
Workersfeelownershipofthefirm
anditsideas
Improvesthesharingofideas
andexperienceswithinthebusiness
Candelaydecisionmaking

27
 Types of Leadership Style(contd.)

LaissezFaire:
Letitbetheleadershipresponsibilities
aresharedbyall
Canbeveryusefulinbusinesses
wherecreativeideasareimportant
Canbehighlymotivational,
aspeoplehavecontrolovertheirworkinglife
Canmakecoordinationanddecisionmaking
timeconsumingandlackinginoveralldirection
Reliesongoodteamwork
Reliesongoodinterpersonalrelations

28
Types of Leadership Style(contd.)

Paternalistic:
Leaderactsasafatherfigure
Paternalisticleadermakesdecision
butmayconsult
Believesintheneedtosupportstaff

29
McGregors Theory X and
Theory Y

LeadersandmanagerswhoholdTheoryX
assumptionsbelievethatemployeesare
inherentlylazyandlackambition.

Anegativeperspectiveonhumanbehavior.

30
 McGregors Theory
(contd.)

LeadersandmanagerswhoholdTheoryY
assumptionsbelievethatmostemployees
donotdislikeworkandwanttomake
usefulcontributionstotheorganization.

Apositiveperspectiveonhumanbehavior.

31
Factors Affecting Leadership Style

32
 Factors Affecting Style . . . (contd.)

Leadershipstylemaybedependent
onvariousfactors:
Riskdecisionmakingandchangeinitiatives
basedondegreeofriskinvolved
Typeofbusinesscreativebusiness
orsupplydriven?
Howimportantchangeis
changeforchangessake?
Organisationalculturemaybelongembedded
anddifficulttochange
Natureofthetaskneedingcooperation?Direction?Structure?

33
 General Leadership Cycle
Common to all leadership styles is a process
Varies according to style, each has consistent process
PLAN

RECOGNIZE DELEGATE

34
FOLLOW UP
 Four Major
Leadership Factors
Follower - Different people
require different styles

Leader Know Communication

yourself as a leader, Two-way, you must
people will decide on set the example
their own whether to
follow you
Situation -all are different,
use judgment to determine
best course of action
35
 The Most Important Words
The six most important words: "I admit I made a
mistake."
The five most important words: "You did a good job."
The four most important words: "What is your
opinion."
The three most important words: "If you please."
The two most important words: "Thank you,"
The one most important word: "We"
The least most important word: "I

36
 Closing Comments

Plan and Do!

You learn from the experience
Dont be afraid of mistakes
Make decisions with participation, and data
As a leader, you have responsibilities to others
BE DECISIVE

37