LEADERSHIP CHALLENGE

Leadership is a thousand years old. It is about leading people on a journey. It is about inspiring and motivating people to get things done. Power: The Foundation Leadership *POWER is... -the prime mover of people and events. -the ability to make things happen the way you want to -to get someone else to do something you want them to do. *The essence of power is ....influence over the behavior of others. *Power is now considered as : -going beyond mere influence and persuasion. -no longer considered as synonymous with controlling others -neither it is blind faith, mindless obedience or robotic servitude. *POWER is ... -the ability to lead and inspire -it is based on trust, respect and wholehearted commitment freely given and earned *Wise use of power creates, builds and transforms, Abusive use of power-destroys. *2 Kinds of Power 1. Position power -this power is created and conveyed by the organization. It emanates from top-level management and is delegated down the chain of command. 2. Personal Power-this power is derived and freely given by members of the work team/group. It comes not from ones status, position or title

but is built from ones relationship with other members of the work team/group. *4 Faces of Position Power 1. Legitimate Power-this is based on ones position in the organization. Employees tend to feel that they ought to do what the supervisor says, even if they may have personal objections to it. Legitimate Power leads to mere compliance or lipservice-doing something to please the authority figure, with little concern for quality of work done. Limitations to Legitimate Power: -what the employee considers as a legitimate request-i.e. the scope of what an employee thinks the supervision can require/ask them to do -what you can legitimately request or ask an employee to do. *Legitimate power is appropriate only when asking people to do something what is within the scope of their job. 2. Coercive Power-this power is the extent to which a person has the ability to punish, physically or psychologically inflict harm on someone else, or deny desired rewards. Limitations to Coercive Power -As a motivator it is often short-lived, with whatever effectiveness it may seem to have being merely an illusion. -Fear of coercive power often mobilizes the work group to unite and resist.

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Coercive Power results in unproductive and dysfunctional behavior such as: S -lowing down of work pace, suspicion, sabotage L-ip service loyalty, commitment, low selfesteem lack of creativity O-verdependence on authority figure W-ithdrawal, non-involvement 3. Reward Power -This power is the extent to which a person controls the rewards that another person values. -This type of power is also known as utility power. The relationship is based on the exchange of goods and services. *Disadvantages of Reward Power -Individualism rather than teamwork and group effectiveness -Develops pay-off mentality *How to increase ones reward power: -Finding out what others value and try to reward them -Using timely praise and appreciation. 4. Connection Power -This is based on power relationships with influential people. -It relies on the use of contacts or friends. *How to Increase Ones Connection Power -Increasing your visibility -Expanding your network of contacts -Getting with the in crowd -Joining the right groups and associations -Making strategic alliances with other groups/organizations -Make your accomplishments known to others. *3 faces of Personal Power 1. Referent Power - this power exists when a

person or goup identifies with the power source or imitates the power source. 2. Information Power-this power exists when a person is powerful due to the information he/she possesses. *How to increase your Information Power -Know what is going on in the organization -Serve on Committees -Network with other departments or agencies by exchange of information and services. *Information is the life-blood of an organization and should be freely shared, unless it is categorized as confidential. 3. Expert Power - this power exists when a person is powerful due to his/her skill, knowledge, experience or specialized competency. *How to increase your Expert Power -Take all the training and educational programs your organization provides -volunteer for more complex, new tasks where you can develop additional skills and competence -Project a positive image. *As a supervisor, you must consistently make a choice as the type of power base you want to have. *Leaders are leaders only as long as they have the respect and loyalty of their people. *Real Power empowers others. -It is built on mutual trust, respect, communication and shared values. -It is grounded on a commitment to achieve the organizations objectives.

Changes and Transitions *Change is external. It is situational. *Every transition begins with an ending. We have to let go for the old before we can pick up the new, not just outwardly but inwardly. *Upon becoming a supervisor you lose of the rights that you used to enjoy. -You lose the right to an 8 to 5 job. -You lose the right to speak freely. -You lose the right to lose your temper. -You lose the right to resist change. -You lose the right to buckpass. -You lose the right to be one of the guys/gals. -You lose the right to have favorites. *As a supervisor, you face a twin challenge: -your work challenge and your people challenge. *Experience is not what happens to you but what you make of what happens to you. *A Supervisor ADAPTS to people and situations. -Accountability -Diversity -Analysis -Proactive -Teambuilder -Synergy The Difference Between Managing and Doing *MANAGEMENT- is the process of seeking desired outcomes by utilizing resources and influencing the human relationships in the organization.

*It is risking yourself in mobilizing resources and relationships to add value to the organization. *INNOVATION- the process of using new problem-solving opportunities to create purposeful, focused change in an organization. *SUPERVISION- getting the desired results through and with others. Delegation : Barriers and Benefits *DELEGATION- is letting go and letting your people excel. *The supervisor or manager may be reluctant to delegate because she or he: 1. Knows that nobody else can do it faster; 2. Knows that nobody else can do it better; 3. Fears the employee might do it better or faster than if she/he had done it himself. 4. Fears of mistakes. 5. Fear of losing control. *Delegation involves three steps 1. The supervisor assigns responsibility 2. The supervisor grants authority 3. The supervisor needs to create accountability *Delegation doesnt simply means sanctioning ideas you are absolutely certain will work. It means having confidence in other peoples judgment and giving them the authority to go about things differently with the way you might have chosen. *Even when your people have gained the responsibility; you have the Command Responsibility for the following: 1. Know what is going on 2. Set the direction for the unit/division 3. Make the decision they cant

4. Ensure that people are on course ` *Delegation requires Time, Effort, and Motivation *Benefits of Delegation -Less pressure for the supervisor -Extends results -Time to motivate your staff -Standards of performance are provided -Gets People Developed -Organization gets developed *4 Principal Aims that can be achieved when delegation is carried out effectively: 1. Getting the task done 2. Developing the subordinate 3. Assessing the competence and commitment of employees. 4. Enhancing Job satisfaction/morale of employees. *The KEY to effective delegation is EMPOWERMENT. Enjoyable tasks are delegated Make time to know your people Please be specific when giving assignments Objectives and not procedures are what you delegate Watch what you delegate Employees are forced to plan and are trained to present you with solutions Recognize that everything takes time Mind what you delegate and take time to communicate clearly Employees are developed Not to delegate always to the most capable employee Take the blame share the credit Leadership and Management: Paradigm and Purpose

*LEADERSHIP is a thousand years old. It comes from the word LEADARE meaning....to leave people on a journey. *Leadership is...motivating and coaching your people to get things done. *Leadership is...a relationship. It is a process of mutual influence. It empowers people to do what you want them to do. *Leadership is a skillful use of power. It is influencing people to accomplish goals willingly...while at the same time gaining their respect, loyalty and cooperation. *Leadership is...working with and through people and groups to accomplish a goal or objective. *Leadership is...inspiring, motivating, persuading, encouraging and empowering others to bring out the best qualities of your team and to achieve desired results. *3 Es of Effective Leadership 1. Envision-is creating the future, gaining enrollment, alignment, and commitment. 2. Energize-is inspiring people to deliver the future. 3. Enable-is building peoples capability to achieve better organizational results. *Vision is the ability to perceive something not actually visible. *Mission is a special task, duty or purpose. *By energizing people you will be able to : -gain commitment and cooperation -make the best use of skills, -energies and talents -get and achieve objectives -increase productivity -ensure superior client service

*Energize people by: -serving as role model -Reinforcing desired work values/norms -Encouraging participation -Providing honest and timely feedback *Feedback Allows you to : -Review organization goals -Remind peoples key result areas/priorities -Reinforce belief in ones self -Recognize and show appreciation *CHAOS is the result of ineffective leadership C-onflict and miscommunication H-igh burnout A-voidance of responsibility/accountability O-verdependence of authority S-uboptimization of peoples capability *Leadership is important to a supervisor because through it, they build BRIDGES

*BRIDGES B-uilds working environment characterized by mutual trust, openness and respect R-eshapes team into responsive and responsible team members I-ncreases productivity and quality outputs D-evelops shared values, shapes employees attitude and behavior and supports organizations vision G-ains involvement and collaboration in work teams E-nergizes employees to be their best and to do their best S-ets superior client service

IV.

Leaders and not just Managers *Leaders Are Not Just Managers The Manager directs The manager administers and maintains The manager focuses on people The manager implements technology The manager relies on control The manager has a shortrange perspective The manager asks how and when The manages imitates The manager accepts the status quo The manager does the right thing The leader empowers The leader innovates and develops The leader focuses on systems and structure The leader harmonizes technology The leader inspires trust The leader has longrange view The leader asks what and why The leader originates The leader challenges it The leader does the thing right

*Management experts say that part of the problem of most organizations today is that they are over-managed but underled. *The words manager and leader are metaphors representing two opposite ends of a continuum. *Manager signifies the more analytical, structured, controlled, deliberate, and orderly end of the continuum. *Leader occupies the more experimental visionary, creative, passionate and flexible. *Managers and leaders both have minds and souls, each tend to emphasize one over the the other as they function in the organization. *Both sides are like night and day. It is their combination that creates a perfect day. The function most effectively when taken together.

*Leadership and management are not the same thing. *Management is the process of accomplishing objectives and getting desired results by with, and through others. *Leadership is an important aspect of managing. The ability to lead effectively is one of the keys to being an effective manager. *Leadership is not simply good management. Willingness, respect, loyalty and cooperationare earned through leadership. *To be both leader and supervisor is the best combination. It will make your job easier and will ensure successful accomplishment of your objectives. A Leader for All Seasons * To be an effective supervisor, one must have the qualities of a good leader.

*Situational leadership is a management paradigm that is premised on the belief that: The is no one best leadership style for all situations. -is an approach where the leader matches and adapts his/her behavior with the needs, commitment, capability and maturity level of his/her individual employee or team. *2 Types of Leader Behavior 1. Directive Behavior This is when the supervisor focuses on directing and controlling behavior to ensure that the task gets done. 2. Supportive Behavior This is when the supervisor adapts behavior and actions that HEPLS

*The supervisor tells employees what, when, where, how. *Supervisor SHOWS the employee by: S-pecifying what the goal is and what the desired performance should be H-aving definite guidelines and detailed directions on expected behavior O-rgainizing a step-by-step work plan on how the task is to be accomplished W-orking out a definite time -frame S-upervising and overseeing the tasks (Tutok Style) *HELP means H-ave encouraging comments and observations E-ncourages risk-taking L-istens to suggestions P-rovides questions that expands employees thinking S-supports employees efforts *Ability- This is the can do aspect. Do the employees have the experience, education, skills, to do the task even without direction from the supervisor. *Motivation or Willingness-this is the want aspect. Will the employees perform the task even without your encouragement and support? *Maturity level is a combination of two factors: -competence or ability and willingness -motivation of a person to take responsibility for directing their own behavior in relation to a specific task. *Employee maturity level M1- Some employees are willing but not able. M2- Some employees are neither willing nor able M3- Some employees are able but not willing M4- Some employees are able and willing *As a supervisor, your challenge is to develop your employees from M1 levels to M3 or M4.

*Being sensitive and flexible is the key to your success as a situational leader. *Directing or structuring style is appropriate to use only when interacting with low capability employees or new employees but are enthusiastic and committed. *The leader must: -Tell them what to do -Show them what to do -Tell and show them what the standards are -Let them try -Assess their performance -Praise their progress *This style is described as a combination of high directive (task) and low supportive behavior. *Adapting this style will help your people develop their competence until gradually external support from the supervisor is no longer needed. *Coaching or Selling Style -The leader continues to direct -Closely supervises task accomplishment, -Explains decisions -Solicits suggestions -Supports process *Coaching or Selling Style involves: -Giving specific instructions(tell what, where, and how to do the job) -Giving support (explain why the task should be performed, sell the benefits of completing the tasks.) -Answering questions and finding out employees ideas and reactions. *Coaching or Selling Style is a combination of high directive (task) and high supportive behavior. It is appropriate to use

for people who have some competence but lack commitment. *Supporting or Encouraging Style The leader is more highly participative and intensifies the display of supportive and encouraging behavior such as: -Listening to employees suggestions -Facilitating interactions -Praising, recognizing and rewarding employees progress -Building up their self-confidence and motivation -Encouraging and appreciating team efforts. -Helping individual employees and the team to reach own solutions (by asking questions that expand their thinking and encourage risk-taking and innovation behavior) *Supervisors job is to find out: -What is stopping their willingness -What is limiting their commitment -Do they fear failure? -Do they need some special recognition to press their willingness button? -What can you do to build their confidence, skill, commitment? *Delegating or Empowering Style The leader spends limited time overseeing performance. Merely lets employees know what needs to be done and lets them to the task their way. Delegating is empowering style is a combination of lowdirective and low-supportive behavior. It is most appropriate to use when interacting with outstanding, high performing employees who are highly self-directing and demonstrate high level of competencies. Coaching, Counseling, Mentoring: Opportunities to grow and excel

*Coaching....method of individually helping employees to improve job competence or performance to achieve their full potential, both as persons and as professionals. *Coaching is different from training. It is more intensive and personalized *Coaching comes after training. It releases and develops the skills that people have, that training alone cannot. *Coaching isnt an addition to a supervisors job; its an integral part of it. *To be an effective coach, you must believe that people have an inherent desire to do their job well, and then to do it even better. *Successful coaching can only occur when the mind-set shifts from controlling to empowerment *Work situation that require coaching: 1. Orienting and training new employee 2. Teaching a new job skill 3. Explaining standards of the work unit 4. Explaining cultural norms and political realities of the organization 5. Simple corrections to performance are required 6. Goals or organizational conditions change 7. You are new to a group 8. Employees are facing new work experience 9. Employee needs help setting priorities 10. Follow up to a training session is necessary 11. Employee displays low or moderate performance 12. Employee needs reinforcement for good performance 13. Employee wants to become a peak performer 14. Formal or informal performance review is conducted 15. Employee needs preparation for more challenging work assignment 16. Employee needs to develop self-confidence

17. Power or control battles are affecting team cohesiveness *Power coaching P-urpose O-bjectives W-hat is happening now? E-mpowering R-eview *Power Coaching (Questions to Ask) Purpose - How much time have we got? - What is the purpose of this session for you? - What are you looking for from me? - What are you trying to achieve? - Is this you goal, or someone elses? - Is this the whole goal, or is it part of something more long term that you want to achieve? - What will you feel like when you achieve your goal? - Is there anything else that you could do? - Which course of action do you favor and why? - When do you want to achieve this goal by? - How realistic is that?

Objectives

What is happening now? - What have you done about it so far? - What was the result? - What have been the obstacles? - How did you set about overcoming them? - What would you do now differently? - What do feel about it? - Where do feel it? Empowering- So what do you now have to do about it?

- How much trust do you have in your ability to do it? - On a scale of 1-10, what is the likelihood of your succeeding? - What immediate support do you want from me? - Do it! Review - What happened? - What were you trying to do? (return to the beginning of the model)

*Things to consider before coaching: 1. No. of session 2. Degree of trust 3. Employees confidence level 4. Notice of time and place 5. 30-minutes per session 6. remove distractions and physical barriers 7. Plan what to say and rehearse 8. Document the session 9. Ask the right questions 10. listen actively 11. Provide feedback *Counseling is ...problem solving technique to help people manage their own problems using their own resources. ...one-on-one relationship between troubled employee and a supervisor who provides help to various types of difficulties. *Core principles of Counseling 1. Confidentiality 2. Controlled Emotional Involvement 3. Acceptance and Non-Judgment 4. Purposeful Expression of Feelings

5. Individualization 6. Self-determination *Pilot Method P-inpoint I-nvestigation L-ong-range implications O-bjectivity T-reatment

*Some specific signs of troubled employee are: 1. Sudden change of behavior 2. Preoccupation 3. Irritability 4. Increased accidents 5. More absences 6. Increased fatigue 7. Too much drinking 8. Reduced production 9. Waste 10. Substance abuse 11. Difficulty in absorbing training