Becoming an Effective Leader

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BECOMING AN EFFECTIVE LEADER.

BY: Edmund Okiboko

LEADERSHIP AND TRUST
LEARNING OUTCOMES: At the end of this session, you will be able to: 1.0- Define a leader 2.0- Differentiate between managers and leaders. 3.0- Explain what trait theory is all about. 4.0- Describe the fiedler contingency model 5.0- Summarize the path goal model of leadership 6.0- Explain situational leadership 7.0- Explain qualities that characterize charismatic leaders 8.0- Describe the skills of visionary leaders. 9.0- Roles of effective leaders

LEADERSHIP AND TRUST
1.0 Leadership skills are essential for any aspiring manager. 1.1 A leader is he/ she who can be able to influence others and who posses managerial authority. 1.2 Leadership functions: § § § § § Identifying direction Planning Controlling Setting and maintaining standards Giving encouragement

LEADERSHIP AND TRUST 1.2.1 TASK FUNCTIONS
§ § § § § § § Defining the task Setting objectives Making a plan Allocating work and resources Controlling quality and tempo of the work Checking performance against plan Adjusting the plan

LEADERSHIP AND TRUST
1.2.2 INDIVIDUAL FUNCTIONS
§ § § § § § Attending to personal problems Encouraging individuals Giving status Recognizing and using Individual abilities Training the individual

LEADERSHIP AND TRUST
1.2.3 TEAM FUNCTIONS
§ § § § § § § § Setting standards Maintaining discipline Building team spirit (esprit de corps) Encouraging and motivating Giving a sense of purpose Appointing sub-leaders Ensuring communication within the group Training the group

LEADERSHIP AND TRUST
NB. What a leader is, in terms of personality and character, will shape or color the style in which he/she performs the function.

LEADERSHIP AND TRUST
Diagrammatically Put:

Task Needs

Team Needs

Individual Needs

LEADERSHIP AND TRUST
2.0 Managers Vs Leaders 2.1 Writers have a tendency of using the two terms unanimously, whereas the two are two distinct and separate terms. 2.1.2 Managers are: § Appointed § Have legitimate power § Have formal authority inherent in their positions.

LEADERSHIP AND TRUST
2.1.3 Leaders are:
§ Either elected, appointed or emerge from within a group. § Can influence others to change beyond the actions (dictated by formed authority) § Have followers § NB: NOT ALL LEADERS ARE MANAGERS, NOR ARE ALL MANAGERS LEADERS.

3.0 TRAIT THEORY OF LEADERSHIP
3.1 Theories that isolate characteristics that differentiate leaders from non- leaders. 3.2 Ask the average person on the street what comes to mind when he or she thinks of leadership! 3.3 Answer: 3.3.1 DRIVE: § High level effort § High desire for achievement

TRAIT THEORY OF LEADERSHIP 3.3.1 DRIVE:
§ § § § Highly ambitious Full of energy Tirelessly persistent in their activities Show initiative

3.3.2 DISIRE TO LEAD:
§ Strongly desire to influence and lead others § Demonstrate willingness to take responsibility

TRAIT THEORY OF LEADERSHIP 3.3.3 HONESTY AND INTEGRITY
§ Build trust relations between themselves and the led. § Trustful § Non deceitful § Show consistency between word and deed

3.3.4 SELF CONFIDENCE 3.3.5 INTELLIGENCE 3.3.6 JOB RELEVANT KNOWLEDGE

TRAIT THEORY OF LEADERSHIP
4.0 BEHAVIORAL THEORIES OF LEADERSHIP 4.1 Theories that isolate behaviors that differentiate effective leaders from ineffective leaders. 4.2 The critical behavioral determinants of leadership. a) We could train people to be leaders (Management Development in UMI)

TRAIT THEORY OF LEADERSHIP
4.3 Autocratic style of leadership
§ § § § § Leader who centralizes authority Leader who dictates work methods Leader who makes unilateral decision Leader who limits employee participation He top- bottom based

4.4 DEMOGRAPHIC STYLE OF LEADERSHIP • Involves employees in decision making

TRAIT THEORY OF LEADERSHIP
§ Delegates authority § Encourages participation in deciding work methods and goals § Uses feedback to coach employees

4.4.1 A democratic- consultative teacher...
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