1. Concepts of leadersship and Leadership Styles.pptx

Concepts of leadership training materials

1. LEADERSHIP TRAINING FOR HEALTH PROFESSIONALS (NURSES, MIDWIVES) 18 th – 22 th June, 2024 Addis Ababa, Ethiopia

2. Participant’s Introduction

3. EMI Class Manager 3

4. EMI Energizer 4

5. EMI 5 Daily Reporters Day one: Day two : Day Three Day Four Day Five

6. Training Delivery Methods Presentation / Gap - Lecture Group discussions Brainstorming Practical Exercise Case story Questioning and Answering Experience sharing

7. Ground Rules

8. Expectations Check Individually ; Tell us at least three expectation from this training ? Stick them on the flipchart

9. Objectives of the Training To improve and enhance the leadership skills and abilities of individuals. To develop effective communication and interpersonal skills. To increase emotional intelligence and self-awareness. To foster problem-solving and decision-making skills.

10. To promote a culture of teamwork and collaboration. To create a clear understanding of organizational goals and how to align individual efforts towards achieving them. To equip individuals with the necessary tools and techniques to effectively manage and lead teams. To create a continuous learning and development mindset among leaders.

11. Overview of Leadership Definitions of Leadership Different scholars define the term LEADERSHIP in different ways . The Leaders are individuals who establish direction for a working group of individuals and who gain commitment from this group of members to established direction and who then motivate members to achieve the direction's outcomes (Conger, 1992).

12. Leadership is a process, not a position. Leadership deals with people and their dynamics , which are constantly changing. It is the human factor which binds a group together and motivates it towards goals.”

13. CONT’D …… Leadership is the process of influencing behaviors others to understand and agree about what needs to be done and how to do it and the process of facilitating individual and collective efforts to accomplish shared objectives. Peter Northouse (2010) defines leadership as a process whereby an individual influences a group of individuals to achieve a common goal.

14. CONT’D …… leadership is about influencing , motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members. Leadership is a bout influence: the ability to influence your subordinates, your peers, and your bosses in a work or organizational context. Without influence , it is impossible to be a leader. Of course, having influence means that there is a greater need on the part of leaders to exercise their influence ethically. Leadership operates in groups: This means that leadership is about influencing a group of people who are engaged in a common goal or purpose.

15. CONT’D …… Leadership includes the a achievement of goals: Leadership is a bout directing a group of people towards the accomplishment of a task or the reaching of an end point through various ethically based means. Leaders direct their energies and the energies of their followers to the achievement of something together. Leaders and followers share objectives: Leadership means that leaders work with their followers to achieve objectives that they all share.

16. CONT’D …… These definitions suggest several components central to the phenomenon of leadership. Some of them are: Leadership is a process, Leadership involves influencing others, Leadership happens within the context of a group, Leadership involves goal attainment, and these goals are shared by leaders and their followers.

17. Elements of Leadership The four major elements in leadership are: Leader Followers Communication Situation

18. Elements of Leadership: Leader To be a leader you must have an honest understanding of who you are, what you know, and what you can do; If you lack such quality, the followers do not trust you, then they will be uninspired. To be successful, your personality have to convince your followers and build their confidence that you are worthy of being followed.

19. Elements of Leadership: Followers You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes. It is the followers, not the leader or someone else, who determines if the leader is successful.

20. Elements of Leadership: Communication Leadership process requires two-way communication. Much of nonverbal communication Do not ask people to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your followers.

21. Elements of Leadership: Situation All situations are different. What you do in one situation will not always work in another. Leadership is situation bound. There is no best style of leadership. It all depends upon tackling with the situations. Different course of action and the leadership styles are needed for each situation. Important situations include: your relationship with your seniors, the skills of your followers, the informal leaders within your organization, how your organization is organized

22. Leadership Vs Management The terms “ leadership ” and “ management ” are seen very differently by diverse people. Some individuals see these terms as synonyms and frequently use them interchangeably throughout phrases and sentences. Others approach them as extreme opposites . What do you think on this argumentative issues please?

23. Attributes of leaders which distinguish them from managers Leaders have followers: While employees may comply with manager’s directives, such compliance may be done out of duty rather than commitment. Motivating and influencing people: to move towards a common goal are all essential elements of management, but the willingness and the enthusiasm of the followers to be led highlights a special quality that puts a leader high above others.

24. CONT’D …… Leaders have emotional appeal: Managers are expected to be rational decision makers while leaders are expected to be charismatic, exciting, and visionary. Leaders can inspire people and bring about a behavioral change. Leaders meet the needs of followers: While managers are expected to be more concerned with attaining organizational goals, leaders are expected to be more sensitive to the needs of the followers.

25. CONT’D …… Management focuses on work: We manage work activities such as time, paperwork, materials, equipment, logistics and supply chain, finance and money, budgeting and similar other day-to-day activities. Whereas, leadership has an essential focus on people and how they can be influenced rather than mainly preoccupied by taking care of things and routines. Furthermore, vision, inspiration, persuasion, motivation and relationship mainly characterize leadership more than management.

26. CONT’D …. Managers Managers are more concerned with means , how to get things done; Managers focus solely on productivity and efficiency; Managers see themselves as preservers of the status quo; Managers are concerned with control and limiting the choices of others; Managers are critical to getting out the day-to-day work. Leaders Leaders are more concerned with ends , what gets done; Leaders focus on visions, missions, goals, and objectives accomplishment, Leaders see themselves as promoters of change, as challengers of the status quo in that they encourage creativity and risk taking; Leaders are more concerned with expanding peoples' choices and options; Leaders are critical to inspiring employees and setting the organization's long-term direction.

27. Characteristics of effective Leaders Guiding vision: Effective leaders know what they want to do, and have the strength of character to pursue their objectives in the face of opposition and in spite of failures. The effective leader establishes achievable goals.

28. Passion: Effective leaders believe passionately in their goals. They have a positive outlook on who they are, and they love what they do. Their passion for life is a guiding star for others to follow, because they radiate promise.

29. Integrity and honesty Because they know who they are, effective leaders are also aware of their weaknesses. Leaders convey an aura of honesty in both their professional and their personal lives.

30. Trust : Effective leaders earn the trust of their followers and act on behalf of their followers.

31. Curiosity: Leaders are learners and have strong desire to know. They wonder about every aspect of their charge. They find out what they need to know in order to pursue their goals.

32. Risk: Effective leaders take calculated risks when necessary to achieve their objectives. If a mistake is made, the effective leader will learn from the mistake and use it as an opportunity to explore other avenues. In the public sectors, the trend is not to make mistakes than to make changes. The reason for bureaucrats and public servants not to be innovator is the fear of accountability. One scholar said that as public servants, you can make 99 percent success, no body notices. But when you make one mistake; you will be attacked from all corners. 

33. Dedication: The effective leader is dedicated to his or her charge, and will work assiduously on behalf of those following. The leader gives himself or herself entirely to the task when it is necessary.

34. Listening: Leaders Listen. This is the most important attribute of all, listen to your followers.

35. Tips for Effective organizational Leader A leader lead himself , only then he can lead others. A leader must boost up the morale of the employees. He should be well acquainted with them, have concern for them and encourage them to take initiatives. “You can like people without leading them but you cannot lead people well without liking them”

36. Trust and confidence in top leadership was the most reliable predictor of employee satisfaction in an organization. To win organizational trust and confidence, leader should; Help employees understand the company's overall strategy. Help employees understand how they contribute to achieving key business objectives.

37. A leader must work as a team. A true leader should not be too bossy and should not consider him as the supreme authority . Carries out the will of the group. Guides the group during times of storm (organizational disturbances).

38. Tips for Effective organizational Leader As leaders, we need to do the following: Give credit for suggestions Encourage others Ask other’s their opinions Give positive feedback when demonstrated Don’t show favoritism

39. Sources of power of leaders Power is t he ability of one person in an organization to influence other people to bring about desired outcomes. Leadership is the exercise of power (using various influence techniques), whether that power comes formally or informally, in directing and coordinating the work of others.

40. Formal Power : power often tied to a formal position where the responsibilities of that position includes the ability to influence or make decisions affecting a community. Informal Power : power that is not tied to any position , often resulting from personal characteristics. This power allows the person/group to influence and/or represent a community without formal decision making.

41. Sources of power of leaders…. In 1959, French and Raven first identified five bases of power leaders: Reward; Coercive; Legitimate; Referent and expert power and six years later, Raven added extra sources of leadership power called informational power .

42. Reward/Exchange This type of influence is created when the leader is able to offer a reward to his followers for completing tasks/behaving in a certain manner. This results from one person's ability to compensate another for compliance. Rewards in the workplace can take a variety of forms from chocolates, gift vouchers and holidays to promotions, commission and pay rises .

43. 2. Coercive/Punishment Power This is the opposite of reward power because this power is based on the leader having control over what happens if followers do not act as required. This comes from the belief that a person can punish others for noncompliance. If followers do not undertake the action required, the leader will impose a penalty. Penalties take a variety of forms including withdrawal of privileges, job losses, verbal abuse, and delayed or loss of promotion.

44. 3. Legitimate or positional Power/power emanated from legal authority This is the power that a leader has when the followers believe that the leader has “a right” to instruct them and that they have an obligation to follow instructions . Sometimes legitimacy power is created by the leader’s job title, combined with the follower’s belief that the job title gives the leader the right to give them orders .

45. 4. Personal power sources 4.1. Referent Power This is created when the followers believe that the leader possess qualities that they admire and would like to possess. Referent power is dependent on how the follower views the personality of their leader This is the result of a person's perceived attractiveness, worthiness and right to others' respect.

46. 4.2. Expert Power(Knowledge and skills ) As the title suggests a leader has expert power when the followers believe that the leader has “expert” knowledge or skills that are relevant to the job or tasks they have to complete.

47. 6. Informational Power Having control over information that others need or want puts a leader in a powerful position. Leader can use this power to help others or as a weapon or bargaining tool to against them.

48. Which power base makes leader more effective? Consider the expected and unexpected consequences of each power base.

49. Leadership style Based on the degree to which managers share decision making authority with subordinates, leadership styles can be classified in to three: Authoritarian or autocratic Participative or democratic Delegative or Free Reign

50. Autocratic Leader makes decisions without reference to anyone else High degree of dependency on the leader Can create de-motivation and alienation of staff May be valuable in some types of business where decisions need to be made quickly and decisively

51. Advantages Easy to control Good for inexperience/unskilled d or unmotivated workers Faster decision making Disadvantages Bad for highly skilled and motivated workers Increased work burden Increase dependency

52. Democratic : Leaders solicit input from their subordinates. May help motivation and involvement Workers feel ownership of the firm and its ideas Improves the sharing of ideas and experiences within the business Can delay decision making

53. Leadership style…. Merits Creative thinking:   .   Reduction of friction and office politics: Reduced employee turnover:   Demerits Lengthy and ‘boring’ decision making:    Danger of pseudo participation:  Many managers simply pretend to follow a democratic leadership style simply to score a point in the eyes of their subordinates.

54. Laissez-Faire : Leader leave decision making authority to the subordinates and remain for consultation . Let it be’ – the leadership responsibilities are shared by all Can be very useful in businesses where creative ideas are important Can be highly motivational, as people have control over their working life Can make coordination and decision making time-consuming and lacking in overall direction

55. Merits Greater employee job satisfaction Utilize employee potential Encourage personal development Demerits Undermine/ignore the role of leader Lack of proper guidance and direction-reduce productivity Not suitable for unskilled and less competent employees

56. End of Day 1