Contemporary Management - Leadership imperatives

8/11/2019 Contemporary Management - Leadership imperatives

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Leadership

Action GuideAdel Ismail Zaki

Ahmed Mohamed FawzyAhmed Negm

Heba AbdallahMai El-Etriby


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Agenda

What is Leadership Types and Styles of Leadership Causes for Leadership Failures Differences Between Manager and Leader Display Your Leadership by Leadership Imperatives (7 Imperatives )

Coach and Develop for Results Drive Performance Inspire Loyalty and Trust Manage Work Partner Within and Across Teams Influence Through Personal Power Select Talent


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What is Leadership

Leadership is all about courage to dream big.

Leadership is a process by which a person influences others to accomplish amission, task, or objective and directs the organization in a way that makes it morecohesive and coherent

Leadership makes people want to achieve high goals and objectives in anorganization.

Leadership is lifting a persons performance to a higher standard, the building of apersonality beyond his normal limitations

Leadership is the process of influencing the behaviour of others towards theaccomplishment of goals in a given situation.

Leadership is the process by which a person motivates and guides the grouptowards a visualized goal


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Types of Leadership

Leader by the position achieved Leader by charismatic personality Leader by moral example Leader by power held Intellectual Leader Leader because of ability to accomplish things


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Leadership Styles

Leadership styles are the pattern of behaviour that a leader adopts ininfluencing the behaviour of his subordinates.

Autocratic Leadership Democratic Leadership Free Rein Leadership


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Causes for Leadership Failures

Inability to organize details Unwillingness to provide support Fear of competition from followers Lack of imagination Selfishness Disloyalty Emphasis of the authority a good leader must lead the team by encouraging


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Differences Between Manager & Leader

Leaders do the right things. They have followers. Their main focus isto lead people with passion. They direct people in to new roads.

Managers do things right. They have subordinates. Their main focus isto manage work. They direct people in to existing roads.

Leader Manager Focus on People Focus on things Do the Right Things Do things right Inspire Plan Influence Organize

Motivate Direct Build Control Shape entities Follows the rules


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Display Your Leadership by

Learning from your mistakes Doing your homework and being prepared Treating everyone with respect and courtesy Sharing the credit, taking the blame Staying focused on a clear vision and setting energizing goals

Surrounding yourself with capable people Staying optimistic, even in challenging circumstances Involving and including others Thinking systematically Seeking ways to improve things, do things better, easier, faster or

more economically Clarifying goals Helping people to reach their potential


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Leadership Imperatives

1. Coach and Develop for Results2. Drive Performance

3. Inspire Loyalty and Trust

4. Manage Work

5. Partner Within and Across Teams6. Influence Through Personal Power

7. Select Talent


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1/7 - Coach and Develop for Results

Definition: Coaching is the process of equipping people with the tools, knowledge,

and opportunities they need to develop themselves and become moreeffective

(Peterson & Hicks, Personnel Decisions, Inc., 1996)

An illustrative actions of coaching:

Delegate responsibility Clarify expectations and give staff autonomy in important areas of their

work. Encourage others to set challenging goals. Hold others accountable for achieving results related to their area of

responsibility. Genuinely value all staff members input and expertise.

Show appreciation and reward achievement and effort. Involve others when making decisions that affect them.


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2/7 - Drive Performance

Definition:Leaders are responsible for getting resultspersonally and from their work groups.Setting performance expectations and holding

people accountable are critical for getting results.


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2/7 - Drive Performance

An illustrative actions of Drive Performance: Delegate the appropriate responsibility, accountability and

decision- making authority. Make sure that roles, responsibilities and reporting lines are clear

to each staff member. Accurately judge the amount of time and resources needed to

accomplish a task and matches task to skills. Monitor progress against milestones and deadlines. Regularly discusses performance and provide feedback and

coaching to staff. Encourage risk-taking and support staff when they make

mistakes. Actively supports the development and career aspirations of

staff. Appraise performance fairly


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3/7 - Inspire Loyalty and Trust

Definition and Difference between loyalty and trust Loyalty means faithfulness to someone or some group. Trust is defined as "assured reliance on the character, ability, strength, or

truth of someone or something . Three Types of Trust :

Deterrence-Based Trust (Authority Trust ) Knowledge-Based trust (Knowledge Trust) Identification-based trust (Emotional connection Trust )

Which comes first: loyalty or trust? We have to gain the employee truest , trust first before they be able to

show any loyalty, after all, if someone can't trust a person, how can youshow them the respect of loyalty?

Trust as the Foundation of Leadership


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3/7 - Inspire Loyalty and Trust

Illustrative actions of Inspire Loyalty and Trust Tell the truth Communicate roles and responsibilities Create a workplace culture that values real people relationships Be fair and open Lead as you Preach Know your job Make your team members feel important Keep your word


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4/7 - Work Management

Many leaders confuse managing work with managing tasks, such asassigning to-dos, budgeting, scheduling, etc. Certainly, these areimportant in todays overloaded work environment; however, effectiveleaders recognize the opportunity to manage work in a way that not onlygets all of it done, but also engages and challenges people and increasesthe capabilities of the work group. This, in turn, gives leaders more timeto lead their teams to higher performance, which is why MANAGE Work isa leadership imperative.

Definition: A deliberate process in which a scope of work is identified, selected,

planned, scheduled, executed, closed and critiqued. Scope of workincludes maintenance, D&D, production, waste management,projects, and R&D activities. The Work Management processrequires the full support of the entire organization (e.g., Operations,Engineering, ESH&Q, Planning & Scheduling, Maintenance, etc.).


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Managing work involves a good bit of management, but it alsorequires elements of leadership.

Some of these elements are: Dont avoid risk Decide Stretch Delegation Dont Dump


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Illustrative actions of Work Management: Set clear assignment of works with periodically evaluation

and feedback. Encourage the communication within the team. Authority Delegation. Encouraging subordinate to take decision according to

their responsibility. Conduct routine self-assessments.


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5/7 - Partner Within and Across Teams

Definition : Whether it's a formal team or an informal group that needs close

teamwork, in order to be effective, creating and maintaining ahigh-performing team and cross-boundary partnerships is a keyleadership role.

An illustrative actions for Partner Within and Across Teams:

Tell the truth always; no sugar coating, no politics, no spindoctoring.

Get to know each team members capabilities, interests andskills.

Share information that is important to others no hidden

agenda. Explain reasons behind statements, requests and decisions. Admit you dont know something versus giving a wrong answer

or making a false promise


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6/7 - Influence Through Personal Power

Definition : Leaders need to get things done without

using position power, either because it'sinappropriate or they're leading peoplewho are peers or who are not directreports.


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An illustrative actions for Influence through power

Use it to offer guidance and support to yourteam and to motivate them

Use it to gain respect for your position, skillsand knowledge from your peers, those aboveyou in the organization, from your team,from customers, suppliers and other that youinteract with

Develop expertise, both knowledge andskills, that are required for your position andfuture positions. Keep yourself informed ofnew developments in your area


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An illustrative actions for Influence through power

Maintain your credibility by participating indiscussions that you are well informed on. Bewareof trying to give the impression that you are anexpert in all areas. You are not. Use theappropriate expertise from your team and otherdepartments or functions

Be open to discuss concerns that your team orothers may have. By listening to their concerns youcan use your expertise to allay them. Thus creating

credibility and respect. This is a very important skillin leading change and managing resistance


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7/7 - Select Talent

Select Talent Management is the science of using strategic human resourceplanning to improve business value and to make it possible for companiesand organizations to reach the goals .

Talent Management implies that companies are strategic and deliberate inhow they source, attract, select, train, develop, retain, promote, and moveemployees through the organization.

Illustrative actions for select Talent Management : Know the behaviors you are looking for. Target your ideal candidate. Pre-screen the applicant flow. Rank your applicants. Interview and evaluate your candidates. Match the top candidates to the top of positions. Check for red flags. Make the job offer. Integrate new hires


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Thank You

Contemporary Management - Leadership imperatives

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