Inspirational

Leadership Skills
 Leadership – The Definition

Leadership – By Definition, Leadership is

the process of influencing others to
achieve the organizational goals.
Leadership is an interaction between the
leader, the followers, and the situation.
Boss says “Go!”, leader says “Let’s go!”
Leader knows the way, shows the way, &
goes the way.
 . Several Definitions of Leadership
• Several Definitions of Leadership
• Leadership as a focus of group processes;
• Leadership as a personality and its effects;
• Leadership as an act or behavior;
• Leadership as an instrument of goal achievement;
• Leadership as an emerging effect of interaction;
• Leadership as a differentiated role;
• Leadership as the initiation of structure;
• Leadership as the art of inducing and compliance;
• Leadership as the exercise of influence;
• Leadership as a form of persuasion and relationship
 Quality of a Perfect Leader
A Perfect Leader is Creative and disciplined,
Visionary and purposeful, Motivational and
commanding, Directing and empowering,
Ambitious and humble, Reliable and risk-
taking, Intuitive and logical, Intellectual and
ethical, Coaching and controlling, Inspiring
and mentoring, Be a perfect leader,not only an
effective one.
 Leadership Styles
These are patterns of how a leader interacts
with his/her followers. “Leadership style
impacts the motivations of employees, either
positive or negative.” The 6 leadership styles:
Coercive, Authoritative, Affiliative,
Democratic, Pacesetting and Coaching.
 Coercive Style
• Coercive Style : Obtaining immediate
compliance from employees. Provides clear
directives – no empathy, Tightly control
situations, Emphasizes the negative Focus on
getting the job done Slogan: “Do what I tell
you!” “You must do this NOW!”.
 Authoritative Style
• Authoritative Style : Mobilizing people toward
a vision. How: Develop a clear vision Obtain
employee’s perspective, Empower and
delegate Set standards & monitor
performance use balance of positive &
negative feedbacks Slogan: “This is where
we’re going & why.” “Come with me.”
 Affiliative Style
Affiliative Style Why: Promoting harmony and
collaboration among employees. How:
Promote friendly interactions among
employees Put people first & tasks second, Try
to meet employee’s emotional needs,
Identifies opportunities for positive feedback
Provide job security & work/life balance
Slogan: “People come first.” “Everyone must
get along.”
 Democratic Style
• Democratic Style Why: Building group
consensus & commitment through group-
management in making decisions. How: Give
employees full participation Emphasize the
importance of consensus Include all view in
the decision-making Listen to employees for
ideas Reward group rather than individual
Slogan: “What do you think” “Let’s see what
the group wants to do”.
 Pacesetting Style
• Pacesetting Style Why: Setting high performance
standards and getting quick results from a highly
motivated & competent team. How: Lead by
example Allow employee work independently
Delegates demanding tasks to only outstanding
performers Exert tight control over poor
performers Promote individual effort rather than
teamwork Slogan: “Do as I do.” “This is how it
must be done! WATCH ME!”
 Coaching Style
• Coaching Style Why: Developing people for
future performance. How: Help employees
identify their performance strengths &
weaknesses Work with employees to establish
long-range goals Encourage employees to
solve their own work problem Treat mistakes
as learning opportunities Slogan: “Try this!”
“Let’s see how can I support you!”
 Using the Right Style
Using the Right Style “There is no certain
guideline to be an effective leader.” “There is no
fixed way to fit all situations.” Effective leaders
consider The skill level and experience of the
team, The work involved, The organizational
environment, Your own preferred or natural style.
A good leader will find himself or herself
switching instinctively between styles according
to the people and the work they are dealing with.
 Power and Influence Tactics
• This can be defined as capacity to produce effects
on others in terms of behavior and attitudes.
• The motivation to lead: Maintain good
relationships with authority figures, eager to
compete for recognition and improvement. Be
active and assertive Wanting to exercise influence
over the others. Be visibly different from followers.
Be willing to do routine administrative tasks
 Sources of Leader’s Power
Expert Power: power of knowledge or expertise. Ability to use
influence to build others; and supply needed info & skills.
Reward Power: ability to deliver something of value to others
(tangible / intangible) due to control over desired outcomes.
Coercive Power: ability to administer punishment or to give
negative sanctions or removal of positive reinforcements.
Referent Power: ability to influence others that arises when
one person admires another.
Legitimate Power: ability to use rights to prescribe behavior
with specified parameters due to organizational role or
formal or official authority.
 Influence Tactics
This is defined One person’s actual behaviours designed to
change another person’s attitudes, values, beliefs, or
behaviours.
Types of influence tactics include:
Rational persuasion tactic: when an agent uses logical
arguments or factual evidence to influence others. Inspirational
tactic: when people make a request or proposal designed to
arouse enthusiasm or emotions in targets.
Consultation tactic: when agent ask targets to participate in
planning activities.
Ingratiation tactic: when agent attempts to get you in a good
mood before making a request.
 Influence Tactics
• . Influence Tactics (cont.) Personal tactic:
asking another to do a favor out of friendship.
Coalition tactic: seeking the aid or support of
others to influence the target.
• Pressure tactic: when mistakes occur.
Legitimizing tactic: making requests based on
their position or authority. 18 “You’ve got to
give loyalty down, if you want loyalty up.”
“When we think we lead, we are most led”
 Motivation
• Motivation : A sort of shorthand that provides
direction, intensity, and persistence.
• Key Elements Direction: guidance for
beneficial goal.
• Intensity, how hard a person tries.
• Persistence: how long a person tries
 Motivation (cont.)
• “Leaders who are knowledgeable about
different motivational theories are more likely
to choose the right theory for a particular
follower and situation, and often have higher-
performing and more satisfied employees as a
result.” Factors for motivating followers (1).
Need theories (2). Individual difference (3).
Cognitive (4). Situational (5). Intrinsic
 Need Theories
• Need Theories: Alderfer’s ERG Theory
Existence: provision of basic material
requirements.
• Relatedness: desire for relationships.
• Growth: desire for personal development.
Maslow’s Hierarchy of Needs
 . Individual Difference
• Individual Difference: Achievement orientation:-
The exertion of effort to accomplish socially
acceptable endeavors and activities.
• Values: people are motivated to do activities that
aligned with their preferable personal or social
mode of conducts or end-state of existence.
Intrinsic motivation: behavior seemingly motivated
for its own sake, for personal satisfaction, and
increased feelings of competence or control one
gets from doing it.
 Cognitive Theories
• The Goal Setting Theory: The theory that has
specific and difficult goals, with feedback,
leading to higher performance.
• Expectancy Theory: The strength of a
tendency to act in a certain way depends on
the strength of an expectation that the act will
be followed by, given outcome and on the
attractiveness of that outcome to the
individual. Process of Expectancy Theory.
 Cognitive Theories (cont.)
• Cognitive Theories (cont.) 24 Equity Theory
Individuals compare their job inputs and
outcomes with those of other and then
response to eliminate any inequities. Self-
efficacy, the individual belief that he or she is
capable of performing a task.
 Situational Approaches
• Situational Approaches: Operant approach- The
motivation by which leaders substitute reward and
punishment to change followers’ behaviors.
Empowering delegation by which people are
provided autonomy and latitude in order to
increase their motivation for work. Organizational
Citizenship Behavior (OCB) Satisfied employees
who feel fairly treated by and are trusting the org
are more willing to engage in behaviors that go
beyond the normal expectations of their job.
 Intrinsic Motivation
• Intrinsic Motivation: Choice – the ability to freely
self-select and perform tasks or activities.
• Competence – the sense of accomplishment from
skillfully performing of a giving tasks or activities.
• Meaningfulness – pursuing a task that matters in
the larger scheme of things.
• Progress – the feeling of significant advancement
in achieving the task’s purpose.
 Why Motivation?
• Why Motivation?it Directs behavior toward
particular goals. Leads to increased effort and
energy. Increases initiation of, and persistence in
activities. Enhances cognitive processing.
Determine what consequences are reinforcing,
leading to improved performance. Motivated
employees always look for better ways to do a job.
They are more quality oriented and are more
productive.
 Leadership Traits – Dark Side
• Leadership Traits – Dark Side Dark-side personality
traits The irritating, counter-productive behavioral
tendencies that interfere with a leader’s ability to
build cohesive and cause followers to exert less effort
toward goal accomplishment. Dark-side personality
traits: Is equipped with everyone, at least one dark-
side personality trait. Usually emerge during crisis or
periods of high stress and are coping mechanisms for
dealing with stress. Have bigger influence on
performance for people in leadership rather than
followership roles.
 Leadership Traits – Dark… (cont.)
• Leadership Traits – Dark… (cont.) 32 Imaginative His/her
thought is quite eccentric. Often changing their mind,
and making odd or strange decisions. Leisurely Exert
efforts only in the pursuit of their own agendas and will
procrastinate or not follow other requests that are not
in line with his/her agendas. Bold and extreme self-lover.
Pride of entitlement, inability to share credit for success,
adopt attribution of blame, inability to learn from
experience often result in resent followers. Cautious
Fearful of making mistakes, alienate the followers by not
making decisions or taking action on issues.
 Leadership Traits – Dark… (cont.)
• . Leadership Traits – Dark… (cont.) Mischievous
A charming leader, but often takes pleasure in
seeing a way of breaking the commitments,
rules, policies… Very good in finding excuse. 33
Diligent Perfectionism. This leader frustrate and
disempower. Poor prioritization and inability to
delegate effectively. Dutiful Outcome-oriented.
Unwilling to refuse unrealistic requests. Won’t
stand up for their staffs, and burn them out as a
result.
 Emotional Intelligence
• Emotional Intelligence Goleman et al’s model of EQ Self-Awareness – Our
ability to read & understand our emotions & recognize their impact on
work performance & relationships.

• Self-Regulation – Our ability to maintain self-control while remaining

flexible, honest, optimistic, & sustain behaviors to improve performance.

• Motivation – A passion to work for reasons beyond money or status, &

propensity to pursue goals with energy & persistence.

• Empathy – Our ability to empathize with others & understand the social
dynamics in our organizations & with our clients.
• Social Skill – Our ability to find common ground & build rapport.
 Leadership’s Learning Styles
• Leadership’s Learning Styles, Spiral of Experience:
Single-Loop Learning:- The learning between the
individual and the environment in which learners
seek relatively little feedback that may significantly
confront their fundamental ideas or actions.
• Double-Loop Learning The willingness to confront
one’s own views and others’. Learner opens to info.
and power sharing with others to improve
communication’s effectiveness and decision
making.
 Followership
• Followership: Rather than representing the
antithesis of leaders, are best viewed as
collaborators with leaders. Followers fall into
two groups: Independent critical thinking,
Dependent uncritical thinking.
• Best followers think for themselves and offer
constructive advice or even creative solutions.
Worst followers need to be told what to do, or
even dodge the responsibility.
 Followership Styles
• Followership Styles: Alienated followers:- They habitually
point out all the negative aspects of the organization to
others. Leaders often see them as cynical & adversarial.
Conformist followers The “yes-people” of the organization.
They are really active at doing the organization’s work, but
they can be dangerous*. Pragmatist followers They are
rarely committed to their group’s goals. They have learned
not to make new waves, and tend to be only average
performers. Passive followers They rely on the leader to do
all thinking.They lack enthusiasm, initiative, and sense of
responsibility. They require constant direction. Exemplary
followers: They are independent, innovative, and willing to
assume responsibility and stand up to superiors. They
apply their talents for the benefits of the organization.
 Conflict Management
• The definition: The opposition between two
simultaneous but incompatible feelings, ideas,
or interests.
• Benefits of conflicts management: Increased
understanding, Increased group cohesion,
Improved self-knowledge ,Drawbacks of
conflicts, Personal dislikes, Disengagement
from work, Downward spiral of negativity and
recrimination
 . Conflict Resolution Techniques
• Conflict Resolution Techniques 52 Competitive
Assert one's viewpoint at the potential expense of
another. Collaborative Work together to find a
mutually beneficial solution. Compromising Find a
middle ground in which each party is partially
satisfied. Avoiding Avoid or postpone conflict by
ignoring it, changing the subject, etc.
Accommodating Surrender one's own needs and
wishes to accommodate the other party.
unassertive assertive uncooperative cooperative
 Conclusion :
• In Conclusion, Leadership is the process, not the position.
Use the combination of transactional and
transformational. Use the styles appropriately. Combine
the power and influence into process of work. Keep the
bright-side of yours and improve the dark ones Enhance
your skills in perceiving, managing, using, & understanding
emotions. Leadership and learnership is indispensable.
Keep followers close to the heart & improve them through
effective delegation. Establish effective groups and teams
to help you achieve the overall goals. Understand the pros
and cons of conflicts, and apply the appropriate
techniques to resolve them. “Leadership is based on
inspiration, not domination; on cooperation, not
intimidation”.
Thank
You