Managing ourselves in the leadership.pptx

Presentation on leadership

1. Managing ourselves as leaders Unit 1

2. What’s the difference between being a boss and being a leader?

3. Manager as a resource An organizer, a director, a controller of resources In fulfilling these functions we are ourselves resources of the organization, Our managerial function extends to the control of our own time, skills, and attitudes, to coping with stress, to the direction of our own efforts, and to the development of our competence.

4. A successful leader

5. How do you distribute your time? Activity

6. THE USE AND ABUSE OF TIME It is very easy to be very busy doing the wrong thing. Yet some teachers feel guilty if they are not seen to be bustling here and there, always doing something ‘urgent’. Often the ‘urgency’ has arisen because they have failed to think ahead or act earlier, and they find themselves on the treadmill of crisis management

7. Managers will often find themselves doing things which they could – and should – have delegated if they had given the matter their attention earlier – but then they were too busy with the last crisis. Managers should learn to manage his or her own time.

8. ESTABLISHING PRIORITIES The critical distinction is between what is urgent and what is important. Are all the ‘urgent’ matters really so? Should I respond to every request, or should I allocate a period to answer them? Do I have to deal with the things that are presented to me as urgent (or important for that matter) or can I delegate some of them, perhaps motivating and developing one member of my team/staff

9. MANAGING STRESS Failure to manage our time will induce stress (plus other aspects such as misbehavior, administrative work, dealing with parents, planning etc.). some stress is a valuable element in any job. It provides challenge and motivation, helps to raise performance and is an ingredient of job satisfaction.

10. Unfortunately our culture is an obstacle to prevention: males particularly are conditioned not to expose their feelings or to display emotion, so stress tends to be a taboo subject for discussion. Admitting to it is felt to be tantamount to a confession of weakness or incompetence.

11. Tips managing your time better; (2) identifying the people or tasks that steal your time and saying ‘no’ more often ; (3) ‘brain-dumping’ on to paper (or f2f) all the things that are worrying you, before you go to bed; (4) deep breathing and other relaxation exercises (search on Youtube); and (5) carving out time to pursue your favorite pastime or sport after work

12. Assertiveness one of the techniques for reducing stress is to learn to say ‘no’ to unreasonable demands. ‘Assertiveness’ in this particular sense can be summarized as ‘openness, honesty and conciseness’ and means

13. Tips Letting people know how you feel; Stating your viewpoint and, if necessary, restating it until you are sure that it has been listened to; Not hesitating to tell people what you can and cannot achieve and what will be the consequence of their pushing a demand; Clearly stating your requirements of others; Avoiding unnecessary padding which may soften or mask the impact of the message you wish to convey.

14. Watch out ! keep calm and keep the emotions under control; Make factual, objective statements (this also applies to statements about one’s feelings); Respect the interests and feelings of the other party and seek fair solutions in which neither party uses undue pressure to subjugate or dominate the other

15. What type of leader are you? https://www.mycit.ie/contentfiles/Careers/4.%20HoneyandMumfordLearningStylesQuestionnaire.pdf

16. Activist Strengths Flexible and open-minded. Happy to try things. Happy to be exposed to new situations. Optimistic about anything new and therefore unlikely to resist change. Weaknesses Tendency to take the immediately obvious action without thinking. Often take unnecessary risks. Tendency to do too much themselves and hog the limelight. Rush into action without sufficient preparation. Get bored with implementation/consolidation

17. Reflector Strengths Careful. Thorough and methodical. Thoughtful. Good at listening to others and assimilating information. Rarely jump to conclusions. Weaknesses Tendency to hold back from direct participation. Slow to make up their minds and reach a decision. Tendency to be too cautious and not take enough risks. Not assertive – they aren’t particularly forthcoming and have no ‘small talk’.

18. Theorist Strengths Logical ‘vertical’ thinkers. Rational and objective. Good at asking probing questions. Disciplined approach. Weaknesses Restricted in lateral thinking. Low tolerance for uncertainty, disorder and ambiguity. Intolerant of anything subjective or intuitive. Full of ‘ shoulds , oughts and musts’.

19. Pragmatist Strengths Keen to test things out in practice. Practical, down to earth, realistic. Businesslike – get straight to the point. Technique oriented. Weaknesses Tendency to reject anything without an obvious application. Not very interested in theory or basic principles. Tendency to seize on the first expedient solution to a problem. Impatient with waffle. On balance, task-oriented, not people-oriented.

20. Homework Interview 1 person you know has had a leader role. For you , what’s the difference between a boss and a leader? How do you manage your time and stress as a leader? Do you consider an assertive leader?