Session objectives - What is leadership?
- Identify the traits and skills of an effective leader
- Key leadership theories
- Examine the role, duties and responsibilities of a Team Leader in the workplace
- Understand the limits of authority in a Team Leader role
- Develop a plan to develop your own leadership potential
- What is leadership?
- Why is leadership important – why do we need leaders?
- Leaders – born or bred?
-
- "Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."
- Prof. Warren Bennis
- Exercise In pairs
- Discuss examples you have come across of strong and weak leadership
- You can use examples from employment, academic studies or participation in sports clubs and societies (keep anonymous)
Early Theories: - Early Theories:
- Great Man Theories
- Leaders are exceptional people, born with innate qualities, destined to lead
- Term 'man' was intentional - concept was primarily male, military and Western
- Trait Theories
- Research on traits or qualities associated with leadership are numerous
- Traits are hard to measure. For example, how do we measure honesty or integrity?
-
Leadership Traits - Group Exercise:
- Choose leaders YOU admire
- What personality traits and skills do they have?
Traits - Traits
- Adaptable to situations
- Alert to social environment
- Ambitious and achievement orientated
- Assertive
- Cooperative
- Decisive
- Dependable
- Dominant (desire to influence others)
- Energetic (high activity level)
- Persistent
- Self-confident
- Tolerant of stress
- Willing to assume responsibility
-
- Skills
- Clever (intelligent)
- Conceptually skilled
- Creative
- Diplomatic and tactful
- Fluent in speaking
- Knowledgeable about group task
- Organised (administrative ability)
- Persuasive
- Socially skilled
- Stogdill, 1974
- Leadership Traits and Skills
- Leaders will also use:
- Integrity, Honesty, Compassion, Humility
Functional Theories (John Adair, Action Centred Leadership, 1970) - Functional Theories (John Adair, Action Centred Leadership, 1970)
- Leader is concerned with the interaction of 3 areas:
- Task – goal setting, methods and process
- Team – effective interaction/communication, clarify roles, team morale
- Individual – attention to behaviour, feelings, coaching, CPD
- Behaviourist Theories (Blake and Mouton, Managerial grid, 1964)
- Leaders behaviour and actions, rather than their traits and skills e.g. production orientated or people orientated
- Different leadership behaviours categorised as ‘leadership styles’ e.g. autocratic, persuasive, consultative, democratic
- Doesn’t provide guide to effective leadership in different situations
- Situational/contingency Leadership (Hersey-Blanchard, 1970/80) Leadership style changes according to the 'situation‘ and in response to the individuals being managed – their competency and motivation
| | | | | | | | - Low commitment/
- Unable and unwilling or insecure
| - Variable commitment/
- Unable but willing or motivated
| - Variable commitment/ Able but unwilling or insecure
| - High commitment/
- Able and willing or motivated
| | | | | - SUPPORTIVE
- (Participating)
| | - Transformational Theory (Bass and Avolio, 1994)
- Leaders inspire individuals, develop trust, and encourage creativity and personal growth
- Individuals develop a sense of purpose to benefit the group, organisation or society. This goes beyond their own self-interests and an exchange of rewards or recognition for effort or loyalty.
- Ethical Leadership
- CSR, sustainability, equality, humanitarianism
- Four P’s - Purpose, People, Planet, Probity
Group Exercise - Group Exercise
- Examine and discuss the Team Leader
- Job descriptions
- What are the key responsibilities of the team leader role?
Guide/coordinate team members – encourage teamwork and motivate individuals - Guide/coordinate team members – encourage teamwork and motivate individuals
- Provide structure for team – set mission and purpose, clarify roles and responsibilities, allocate tasks and set objectives
- Clarify working methods, practises and protocol
- Focus on performance – anticipate challenges, monitor performance, delegate and provide CPD support
- Key Team Leader Responsibilities
Responsibility Vs Accountability? - Responsibility Vs Accountability?
- What does having authority mean?
Accountability the state of being accountable, liable, or answerable - Accountability the state of being accountable, liable, or answerable
- Responsibility (for objects, tasks or people) can be delegated but accountability can not – buck stops with you!
- A good leader accepts ultimate responsibility:
- will give credit to others when delegated responsibilities succeed
- will accept blame when delegated responsibilities fail
- Accountability can not operate fairly without the leader being given full authority for the responsibilities concerned
- Authority is the power to influence or command thought, opinion or behaviour
- Cross-functional team – less authority - more difficult to manage
Group Exercise - Group Exercise
- When have you experienced an issue as a leader that you did not have the authority to resolve?
- How did you know you did not have the authority?
- Who did you refer to for help?
- Use examples from your own current experience – work, volunteer, club /society
Team Leader authority will vary from role to role dependent on the scope of duties and organisational structure - Team Leader authority will vary from role to role dependent on the scope of duties and organisational structure
- A Team Leader may refer to line management or other
- authorities for the following:
- HR (staff recruitment and training, performance and discipline, racism or bullying)
- Policy and procedures (Health and Safety, changes to working practises)
- Budget & resources (allocation and management)
- Organisational objectives (strategy, targets)
- Managing change (department restructure, office move)
- Line management (support and advice, own CPD)
- Reflect and identify the skills YOU need to lead effectively and create your action plan to develop them
- Ask for feedback from work colleagues, line managers, tutors, your ‘followers’
- Practise! Take on responsibility (work, volunteering, clubs & Societies) and reflect on your performance SIFE - www.youtube.com/watch?v=KB2fOF_gYBg
- Find a mentor – learn from positive leadership role-models
- Attend further leadership and management training
- Use the resources on Exeter Leaders Award ELE pages
Review your performance as a Leader - Individual Exercise:
- Assess yourself as a Leader
- Conduct a SWOT analysis - Strengths, Weaknesses, Opportunities, Threats
- (Use the Results of Leadership Questionnaire you have been completed prior to attending the session)
- Develop an Action Plan to improve as a leader
- list 2 actions you will undertake to address Weaknesses or capitalise on Opportunities identified
- Apply SMART targets to your actions – Specific,
- Measurable, Achievable, Realistic, Time-bound
Session objectives - What is leadership?
- Identify the traits and skills of an effective leader
- Key leadership theories
- Examine the role, duties and responsibilities of a Team Leader in the workplace
- Understand the limits of authority in a Team Leader role
- Develop a plan to develop your own leadership potential
- Jon Boyes
- Employability and Graduate Development
Share with your friends: |
