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Leadership training Program (3)
The document provides an overview of a leadership training program. The objectives include identifying leadership styles, enhancing cultural diversity awareness, developing awareness of generational traits and motivational development, and conducting performance reviews. It then defines and describes several leadership styles including autocratic, bureaucratic, participative, laissez-faire, transactional, transformational, servant, charismatic, situational, and quiet leadership. Additional sections cover learning styles, ethics, role modeling, generational traits, motivational development using Maslow's hierarchy of needs, team profiles, and cultural diversity considerations.
Leadership training Program (3)
- 1. Leadership Training Program By:Benny M. Burrell
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- 6. Objectives • Participants willbe able to identify various leadership styles • Enhance cultural diversity awareness • Develop awareness of generational traits • Develop awareness of the Team system knowledge profile • Identify elements of Motivational Development • Participants will develop confidence in conducting performance appraisal / review / criteria used
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- 8. Leadership Styles There arethe different types of leadership styles, which managers follow in organizations today. To be termed as a successful leader and for effective leadership, a manager should know which leadership style to follow in any given situation, to get things done!
- 9. Often Asked Question:What’s Your Leadership Style?
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- 12. Identifying Leadership Styles ď‚—Autocratic Leadership ď‚— Bureaucratic Leadership ď‚— Participative Leadership ď‚— Laissez-faire Leadership ď‚— Transactional Leadership ď‚— Transformational Leadership ď‚— Servant Leadership ď‚— Charismatic Leadership ď‚— Situational Leadership ď‚— Quiet Leadership
- 13. Autocratic Leadership In autocraticleadership style, decision making is the sole prerogative of the leader. Everything, right from how things are to be done, what will be the individual and group targets, the structure of punishments and rewards, etc., is decided by the leader himself, without any input from anybody. Such a leadership style works well in situations when some emergencies arise, and have to be dealt with immediately.
- 14. Bureaucratic Leadership This corporateleadership style entails, exactly following the policies and procedures which have been previously laid down. It is the leader's job to ensure that all rules are adhered to by the employees. This type of leadership style is effective, if employees perform routine tasks everyday. However, there is no room for creativity or innovative problem solving in this leadership style.
- 15. Participative Leadership Participative leadershipstyle leads to development of trust and loyalty among subordinates for the leader, as he takes them into full consideration, utilizes their skills and knowledge and takes their inputs, before arriving at a decision. Participative style works really well wherein the leader has just joined the organization, or the department, and is completely new to how things operate.
- 16. Laissez-faire Leadership This teamleadership style is the anti-thesis of autocratic style. In this, the subordinates are given absolute freedom by the leader to determine their own goals and ways of reaching them. Such types of leadership is based on the principle of least interference. It can be a great success if the subordinates are experienced and skilled, however can backfire if they are not trustworthy.
- 17. Transactional Leadership This leadershipstyle works on the principle that when subordinates sign a contract to participate in a particular project, they take their manager as the ultimate authority. Also, there are set rules for rewards and punishments. If the subordinates perform well, they are rewarded and if their performance is below expectation, they are punished.
- 18. Transformational Leadership In thetransformational leadership style, the leader sells his vision to his subordinates, by bringing it forth in the most passionate and appealing manner. The transformational leader motivates his subordinates to work for a given task with great enthusiasm. The leader genuinely cares for the welfare of his /her subordinates and wants them to learn new things and progress by working with him/her on his /her vision.
- 19. Servant Leadership The leaderacts as someone who is out there to help other people grow. By acting as a serving leader, he gives them freedom to grow, nurture their spirit and in the process become trusting of him and in the end giving him their whole and sole commitment. This leadership style goes a long way in aiding community building.
- 20. Charismatic Leadership Such typesof leadership style is most commonly seen in politicians. A charismatic leader, by using his charm, his ability to make others feel important and his skill of gauging concerns of the people, and using some clever words to address them, is able to garner many admirers. People are attracted towards him and thus, like to work for him. You may read more on leadership styles and examples
- 21. Situational Leadership This leadershipstyle in management is adopted by a leader in accordance with the prevailing situation. Some determining factors can be, the ability of the subordinates, the kind of co-operation that exists among various team members, available resources, etc.
- 22. Quiet Leadership This typeof leadership style is the exact opposite of charismatic leadership style. In this, the leader motivates his team through his actions rather than words. This leadership is all about being rational and people-oriented at the same time.
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- 24. Putting Leadership Responsibilitiesin Prospective
- 25. What Effects andDetermines Leadership Styles? ď‚— Learning Styles ď‚— Ethics ď‚— Role modeling ď‚— Generational Traits ď‚— Motivational Development ď‚— The Team and System Knowledge Profile ď‚— Cultural Diversity
- 26. Learning Styles ď‚— AuditoryLearns ď‚— Visual Learners ď‚— Kinesthetic Learners
- 27. Learning Styles  AuditoryLearns – An auditory learners learn by listening. If you’re an auditory learner, you may be able to hear a piece of music once and then be able to sing it by yourself. However you may become bored reading a text and taking notes.  Visual Learners – A visual learner learns by reading. If you are a visual learner, you best learn by reading a text or by looking at a chart, graph, or map.  Kinesthetic Learners – A kinesthetic learner learns by doing. If you are a strong kinesthetic learner you may be become frustrated with lectures where you are expected to sit and listen.
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- 29. ETHICS A set ofmoral standards for judging whether something is right or wrong.
- 30. Role Modeling • Makingyourself someone worthy of imitating • Becoming behavior • Leading by example
- 31. Role Modeling Quotes ď‚—The most important single influence in the life of a person is another person ... who is worthy of emulation. - Paul D. Shafer ď‚— I studied the lives of great men and famous women, and I found that the men and women who got to the top were those who did the jobs they had in hand, with everything they had of energy and enthusiasm and hard work. - Harry S. Truman
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- 33. GENARATIONAL TRAITS Veterans /Seniors Baby Boomers 1922-1945 Core Values – Dedication Outlook- Practical Work Ethic – Dedicated View of Authority – Respectful Leadership by - Hierarchy Relationships – Personal Sacrifice 1946-1964 Core Values – Optimism Outlook- Optimistic Work Ethic – Driven View of Authority – Love / Hate Leadership by- Consensus Relationships – Personal Gratification
- 34. GENARATIONAL TRAITS Generation Xers Generation Y / Millenniums 1965-1980 Core Values – Diversity Outlook- Skeptical Work Ethic – Balanced View of Authority – Unimpressed Leadership by – Competence Relationships – Reluctant to commit 1981-2000 Core Values – Optimism Outlook- Hopeful Work Ethic – Determined View of Authority – Polite Leadership by- Pulling together Relationships – Inclusive
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- 36. Maslow’s Hierarchy ofNeeds Self – Actualization Needs Esteem Needs Social Needs Safety Needs Physiological Needs
- 37. Motivational Development • Self– Actualization- Need for fulfillment • Esteem Need - Sense of accomplishment and achievement • Social Needs – Sense of belonging (acceptance by others) • Safety Needs – Sense of being secure and protective • Physiological needs – The need for food, shelter and clothing
- 38. The Team andSystem Knowledge Profile
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- 40. THE TEAM ANDSYSTEM KNOWLEDGE TRAIT PROFILE
- 41. T As described theperson who is represented by the “T” profile normally likes power, takes charge, committed, secure, solid, resourceful, competitive, enjoys obstacles, problem solver, goal oriented, decision maker, adventurous, strong willed, autonomous, courageous, controlling, persistent, action oriented, constructive, and determined.
- 42. E The person representedby the “E” profile normally displays the traits of enthusiastic, takes risks, visionary, motivational, energetic, highly verbal, promoter, friendly, mixer, enjoys being centered, fun-loving, likes variety, spontaneous, enjoys change, group oriented, creative, initiator, humorous, inspirational, and passionate.
- 43. A The person representedby the “A” profile normally displays traits of loyal, calm, non-demanding, avoids confrontations, enjoys routine, dislikes change, warm and relational, gives in, indecisive, dry humor, adaptable, sympathetic, thoughtful, nurturing, patient, tolerant, good listener, peace maker, sensitive feelings, and agreeable.
- 44. M The person representedby the “M” profile normally displays the traits of accurate, consistent, controlled, reserved, predictable, orderly, practical, factual, conscientious, perfectionist, discerning, detailed, analytical, inquisitive, precise, persistent, scheduled, sensitive, enjoys instruction, and fair.
- 45. Motto of ProfileTraits:  T’s – Do not tell me what to do just tell me what you need done.  E’s – It is easier to get forgiveness then it is to get permission.  A’s – If you are not going to say something nice don’t say nothing at all.  M’s – If you are not going to do it right don’t do it at all.
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- 47. Culture Diversity Differences inage, race, and ethnicity, gender, educational background, and work experience.
- 48. Some Culture trendsto consider A growing female workforce will require that their place of employment provide adequate child care. As the workforce ages, there will be a growing number of disable and handicapped workers. Accommodations will need to be made for their special needs such as wheelchair accessibility to buildings and computers specially adapted for disabled.
- 49. Cultural Bias All ofus are born with out glasses but by age 3 we have lenses of culture bias, then we acquire more lenses in school, church, etc. We are socialized. We are like onions with layers of bias. We cannot strip away all layers but should strip away the rotten ones.
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- 51. Hand Gestures 1 TheOK sign is an universal language which is fine to use. However, for some unknown reasons many Americans make a face when they make this gesture. To Asians this may become confusing. They see the OK sign but with what they interpret as negative facial expressions. The two cancel each other out and they’re back to zero.
- 52. Hand Gesture 2 Asiansmust know or learn this is how Americans tell people to “ Come here” If used in their country this gesture is used to call animals.
- 53. Hand Gesture 3 InAsia palms down & wave in gesture is a way they tell people to “Come here”
- 54. Hand Gesture 4 Keepyour hopes up or Keep fingers cross gesture in U.S. is equivalent to an obscene gesture to refugees This gesture would be a no, no
- 55. Other Factor EffectingJudgment  Normative Belief - accepted belief or behavior of the members of a group.  Social Norms – a socially accepted behavior by society.  Prejudices- a misguided idea or label about a person or group without allowing for critical judgment.  Pride- being proud, or having justified self respect.  Scruples – having ideals or principles about what is right, or appropriate.  Stereotype- a commonly held idea or label about a person or group without the use of critical judgment.
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- 58. PERFORMANCE APPRIASAL /REVIEW Comparing an employee’s performance with the expected performance to determine an employee’s compensation, training needs, and advancement opportunities.
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- 60. What are weappraising, evaluating, and reviewing? ď‚— Quality or work? ď‚— Volume of work? ď‚— Dependability? ď‚— Knowledge of job? ď‚— Initiative? ď‚— Job attitude? ď‚— Cooperation? ď‚— Career Development path?
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- 62. CAREEER DEVELOPMENT PLANS ď‚—Training ď‚— Education ď‚— Professional Accomplishments
- 63. Over coming changeby  Accept the fact that change is good  Don’t point fingers – solve problems  Go with speed  Create positive energy  Set the high bar high – don’t fear failure  Be empowered, and be accountable  Communicate clearly and openly  Stick to the fundamentals
- 64. Are You onTarget?
- 65. Benny M. Burrell,CPS Retired Police Officer