Recognize and apply leadership practices. Examine styles of management and leadership.

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Lester Park
7 years ago
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1 Objectives At the completion of this module, participants will be able to: Explain the difference between management and leadership. Recognize and apply leadership practices. Examine styles of management and leadership. Tie issues of empowerment, delegation, and motivation to leadership. 1

2 Definitions Management- all actions focused on accomplishing the tasks in an organization. Leadership- the ability to create an environment where individuals willingly apply their unique abilities to a common mission. Leadership is about the relationship between leaders and their team. Competence- the knowledge and skill to do the job. Commitment- the motivation, willingness, and confidence to do the job. 2

3 Personal Check-In: Individual Leadership Reflection Think about a leadership experience that really pleased you, a time when you worked with others and did a good job of helping something positive or effective occur. It can be a work experience or a personal experience. 1. Briefly summarize the situation. 2. What action did you take to make it happen? 3. What three words would you use to describe the situation? 3

4 Icebreaker: Leadership and Management What is management? What is leadership? 4

5 Traits of the Excellent Leader Excellent leaders have: A vision and purpose. Clear goals. Strong commitment. Flexibility. An understanding of change. Active listening skills. Confidence to take risks. 5

6 Traits of the Excellent Leader Excellent leaders are: Knowledgeable about the total organization. Able to learn from mistakes. Excellent communicators/listeners. Able to speak clearly and effectively. Resourceful. Realistic. 6

7 Employee Check List Bring to mind an employee you want to think about during this module. Think about a specific task or job you need this employee to do. How competent is she? How much does she know about the job? How skilled is she at doing the job? How committed is she? Is she motivated to do it? Is she confident that she can do it? 7

8 Reality Practice: Employee Analysis Rita is a new employee on your team. She has been anxious to join you for a while, but a position just opened up. Competence Commitment 8

9 Reality Practice: Employee Analysis Delilah, the senior member of your staff, works well on her own. She knows just what to do at the right time. She helps others learn and adds to the success of the team. Competence Commitment 9

10 Reality Practice: Employee Analysis Connie has worked with you for six months. She is able to do some of the work well but seems to be down on herself about not learning everything quickly enough. Competence Commitment 10

11 Reality Practice: Employee Analysis Sabrina knows the ropes of her work. She can manage all of the tasks, but sometimes she doesn t think she can really make things happen. Competence Commitment 11

12 Reality Practice: Employee Analysis Your employee: Competence Commitment 12

13 Leadership Styles The Directing Leader Sets goals. Identifies the problems. Comes up with solutions. Decides who does what work. Gives specific directions. Announces decisions. Closely supervises and evaluates employees work. 13

14 Leadership Styles The Coaching Leader Sets the goals. Identifies the problems. Develops a plan to solve problems and consults with employees. Makes the final decision about procedures or solutions after hearing employees ideas, opinions, and feelings. Explains decisions to employees and asks for their ideas. Praises employees work efforts. Continues to direct employees work. Evaluates employees work. 14

15 Leadership Styles The Supporting Leader Involves employees in problem-solving and goal-setting. Takes the lead in defining how to do a job or solve a problem. Provides support, resources, and ideas if requested. Shares responsibility for problem-solving with employees. Listens to employees and guides them as they make decisions. Evaluates an employee s work with that person. 15

16 Leadership Styles The Delegating Leader Identifies problems with employees. Sets goals with employees. Develops plans and makes decisions with employees. Lets employees decide who does the tasks. Accepts employees decisions and monitors their performance. Lets employees evaluate their own work. Lets employees take responsibility and credit for their work. 16

17 Reality Practice: Leadership Styles Rita is a new employee on your team. She has been anxious to join you for a while, but a position just opened up. Competence Commitment Leadership Style 17

18 Reality Practice: Leadership Styles Delilah, the senior member of your staff, works well on her own. She knows just what to do at the right time. She helps others learn and adds to the success of the team. Competence Commitment Leadership Style 18

19 Reality Practice: Leadership Styles Connie has worked with you for six months. She is able to do some of the work well but seems to be down on herself about not learning everything quickly enough. Competence Commitment Leadership Style 19

20 Reality Practice: Leadership Styles Sabrina knows the ropes of her work. She can manage all of the tasks, but sometimes she doesn t think she can really make things happen. Competence Commitment Leadership Style 20

21 Reality Practice: Leadership Styles Your employee: Competence Commitment Leadership Style 21

22 Checking Out: Next Steps Consider the employee you have been thinking about during this module. 1. What leadership style does this employee need from you? 2. What style have you been using? 3. What will you do differently? 4. What actions on your part will help this employee move toward the high competence/high commitment characteristics of an employee who needs your delegation style? 22

MANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN

MANAGEMENT PERFORMANCE APPRAISAL AND DEVELOPMENT PLAN PLEASE PRINT OR TYPE Date of Appraisal: Evaluating Manager: Division Head: LAST NAME FIRST INITIAL DATE HIRED DEPARTMENT / DIVISION JOB TITLE PURPOSES