GROUP MEMBERS :

1) FATIN FARAHIN BITI SHAFFIE 2 ) NOOR APIDAH BITI DIN3 ) SITI NUR DZAFIRAH BINTI MOHD NAZRI4) TAN HUI LING5 ) TAN SI HUI6 ) YAP CHIEW YEE

DEVELOPING LEADERSHIP SKILLS

3 MAJOR LEADERSHIP COMPETENCIES

DEVELOPMENTAL ACTIVITIES

SELF HELP ACTIVITIES

FORMAL TRAINING

LEADERSHIP TRAINING PROGRAM (FORMAL)

Designed to increase generic skills and behavior relevant for managerial effectiveness and advancement.

Consisted of many forms

-few hours(narrow set of skills)

-a year/more(wide range of skills) Number of training programs are based

on application of leadership theories.

DESIGNING EFFECTIVE TRAINING

Conditions foe successful training

Explanation

1.Clear learning objectives

•Specific

2.Clear, meaningful content

•Concrete and relevant•Easy to remember•Summaries or restatements

3.Appropriate sequencing of content

Simple to complexComplex materials broken into components or modules

4.Appropriate mix of training methods

•According to trainee’s current condition•Appropriate with training condition and setting

5.Opportunity for active practice

•Apply the principles and to varying the situations•Adapt accordingly

6.Relevant, timely feedback

•Trainee receive relevant feedback

7. Trainee self confident •Enhance trainee self efficacy and expectations•Praise and encouragement

8. Appropriate follow-up activities

•Follow-up session after the training program•Trainee carry out specific projects-skills learned in training

SPECIAL TECHNIQUES FOR LEADERSHIP TRAINING

1) Behavior Role Modeling Combination of demonstration & role

playing to enhance interpersonal skills Short videotape show effective behaviors Trainer modeling demonstration

appropriate behaviors & trainees practice learning points

Develop action plans for implementing the behavior guidelines back on job

Burke and Day (1986)—meta-analysis to evaluating behavior modeling

Useful for concrete behaviors Emphasize rigid, arbitrary learning

points unlikely to promote flexible & adaptive behavior

Remedy—explain general principles & devise alternative ways

2) Case DiscussionTo develop management skillsLong-cases—organization’s competitive

strategy & financial performance Detailed description of business situation

to determine how to deal with itBenefit—↑ understanding situation

managers encounterUses—(a) to show how problem appear

different to people

(b) to ↑ understanding about effective managerial behaviour

Detailed description of manager’s actions to identify appropriate & inappropriate behavior & make recommendations

(c) to assess a person’s ability

To analyze human relations problems & identify ways of handling interpersonal situations

3) Business Games and SimulationsBusiness Games Emphasize quantitative financial information Used to practice analytical & decision skills Used to assess training needs, success of prior

training, @ validity of a manager’s mental model

Simulations Analyze complex problems & make decision Deal with consequences of decisions & receive

feedback

Large-Scale Simulations Emphasize interpersonal skills Involves single hypothetical organization with

multiple divisions Participants:

(a)Assigned to different position of organization

(b) Carry out managerial responsibilities

(c) Provided extensive background information

(d) Given copies of recent correspondence

(e) Separate work spaces, but allowed communicate by various media

LEARNING FROM EXPERIENCE

1) Amount of Challenge Unusual problems to solve, difficult obstacles

to overcome, & risky decisions making Seek new behavior, view problems in new

ways, build new relationship, & learn new skills

Developmental Challenge Profit Failure as well as success Challenge excessive—giving up&withdrawing

2) Variety of Tasks or AssignmentsAdaptation to new situation & deal with

different types of problems and hardships

Early experience require different leadership behavior and skills

Ways to provide–making special developmental assignments, providing assignments in both line & staff positions, making both foreign & domestic assignments

3) Relevant Feedback Operational assignments, get accurate

feedback about behavior & consequences

Willingness accept feedback depends on traits related to managerial effectiveness

Defensive & insecure ’s people—avoid information of weaknesses

No have high internal locus of control ’s people—improve skills & future performance

Developmental activities

Multisource feedback

Developmental

assessment centers

Developmental

assignments

MULTISOURCE FEEDBACK

Purpose

Assess strength

Developmental needs

How ?

Receive information

Standardize questionnaire

Accurate feedback

Behavior

Meaningful

Easy to observe

Representative

Interact frequently

Adequate opportunity

respondent

Understand survey purpose

Know how result will be used

Ensure answer confidentiality

How it is presented to managers

Interpret alone

One-on-one meeting

Group workshop with facilitator

Skillimprovement

Meet raters

Skill training

Coaching

Many feedback

cycle

Reward decisions

Types of developmental assignments

Concurrently with job responsibilities Temporary leave

Concurrently with job responsibilities

Manage new project

Department representative

Deal serious operational problem

Develop & conduct program

Temporary leaveWorking in assessment center

Serve staff member for exceptional leader

Serve in temporary liaison position

Serve in visiting assignment

Ways to improve developmental assignment

Match to needs and career aspirations

Challenges & benefits should

be tracked

Related to career counseling & succession planning

Reflect on the experience & identify the

lessons

JOB ROTATION PROGRAMS

1. Work in different functional subunits, 6 months to 3 years.

2. Developmental reasons, not promotion decision.

3. Learn:Cooperative relationshipTechnical problemsInterdependenciesLarge network of contacts

4. Benefits: ↑managerial, technical, business skills and

knowledge.

5. Arguments Increase skills →facilitate promotion Highly skilled & promotable →job rotation

programs.

6. Costs Lower productivity Lower satisfaction for people.

Action Learning1. Combining formal training with learning from

experience

2. Two types: Formal training Mutual coaching and mentoring

3. Steps: Important organizational problems Identifies people who can contribute to problem

solving Group meet to devise solution Discuss what was learned.

4. Scope of project narrow = learn less skills

Project with considerable challenge = learning of leadership skills

Mentoring

1. Experienced manager/mentor help less experienced protégé.

2. Psychological function and career-facilitation function.

3. Results more career advancement and success for protégé.

Greater career development when mentor is successful and relationship lasts for long period of time.

4. Informal mentoring usually more successful than formal mentoring programs.

5. Success of formal mentoring program probably can increased by:

Making participation voluntary Providing mentors choice of protégé Explaining benefits and pitfalls Clarify expected

EXECUTIVE COACHING

Provide for high –level executive

Advantages external coach

- wider experience

- greater objectivity

- more confidentiality

Advantages internal coach

- easy availability

- more knowledge of culture and politics

- better understanding of strategic

challenges and core competencies

Objective of coaching

Provide information

about developmental

needs

To change idea with more expert one

Provide executive with

the unusual opportunity to

discuss

Provide advice on how to

handle challenges

To facilitate learning of

relevant skills

Advantages of coaching Formal training courses Convenience Improve confidentiality Flexibility More personal attention

Disadvantages of coaching increase the cost in getting the coach Use of limited time

Limitation of study Shortage of competent coaches

Examples of coaching

Developing subordinates

Conducting meetings

Initiating change

Team buildingHandling conflicts

Building relationship

Influence people

Enhanced listening and

communication skills

Outdoor Challenge Programs Physical activities perform by a group of people in an

outdoor setting Requires mutual trust and cooperation among group

members Provide coaching and encouragement Help participants understands link between their

experience and organizational life

Purposes: To build self-growth and team building To increase self-confidence, self-control , risk taking,

willingness to give and receive trust

Personal Growth Programs

To improve self-awareness To overcome inner barriers to psychological growth and

development of leadership competencies To enhance level of emotional and moral development

Assumption: Many people have lost touch with their inner feelings

and values Inner fears and conflicts limit creativity and risk-taking

SELF-HELP ACTIVITIES

GUIDELINES FOR SELF-DEVELOPMENT OF LEADERSHIP SKILLSDevelop a personal vision of career objectivesSeek appropriate mentorsSeek challenging assignmentsImprove self-monitoringseek relevant feedbackLearn from mistakesLearn to view events from multiple perspectivesBe skeptical of easy answers

FACILITATING CONDITIONS FOR LEADERSHIP DEVELOPMENT

• Provide guidance and praise

• Encourage them to solve problem independently

Support by boss

• Provide awards for improvement and innovations

• Establish flexible work schedule

Learning climate

•Make job assignments that provide adequate developmental opportunities

Developmental criteria

for placement decisions

SYSTEM PERSPECTIVE

ON LEADERSHIP DEVELOPMENT

Use appropriate formal training programs, developmental activities, self-help activities

Have a developmental facilitator or committee for planning and coordinatingEmphasis on leadership development rather than leader developmentLeadership development must be

consistent with organization’s competitive strategy

That is all from us…..

Thank you for paying attention.

Any questions??