Content Part 1

Introduction
► Definition of Leadership
► Interpersonal Effectiveness
Leadership
► Attributes of a Leader
► Differences between management skills and
leadership skills
► Being a Leader
 Content Part 2

Course objectives:
❑ Understand the principles of transformational leadership
and its relevance to modern organisations
❑ Create a compelling vision for their teams that aligns
with objectives / goals
❑ Motivate and inspire teams to achieve high performance
and engage with stakeholders.
❑ Implement strategies for fostering a collaborative and
innovative work environment.
❑ Enhance individual and team effectiveness through
self-awareness and empathy
 Part 1: Leadership
• “If your actions inspire others to dream more, learn more, do more and
become more, you are a leader” John Quincy Adams
 Definition of Leadership
Leadership, according to Peter DeLisle, is the
ability to influence others, with or without
authority.
All successful endeavors are the result of human
effort; thus, the ability to influence others is a
derivation of
► Interpersonal Communications
► Conflict Management
► Problem solving
Leadership styles
 Interpersonal Effectiveness
Interpersonal effectiveness is the capability of an
individual to do this, influence others,
competently.
Leadership is a direct function of three elements of
interpersonal effectiveness
► Awareness
► Ability
► Commitment
Interpersonal Effectiveness
 Awareness
Awareness is a state of consciousness.
It is the ability to recognize yourself, others, events
and situations in real time.
It is the ability to assess the impact of actions on
situations and others, and be critically
self-reflective.
It is a development process that is a function of
experience, communication, self discovery and
feedback.
 Ability
Ability to learn and understand technical issues is
the basis of our careers.
Ability to lead is a function of influence:
► Ability to communicate
► Ability to resolve conflicts
► Ability to solve problems and make decisions
As a member of a team, we influence others in a
collaborative effort to find better ideas or solve
problems.
 Commitment
For leaders, the “one thing” that leads to
maturity is the fully aware recognition that
one’s decisions make a difference, both
positively and negatively, in the lives of others,
and that any attempt to solve a problem might
have a decided negative impact on some,
while helping others.
In no-win scenarios, one must still make a hard
decision.
Attributes of a Leader
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.
 Attributes of a Leader
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!
 Attributes of a Leader
Integrity:
Because they know who they are, effective leaders are also
aware of their weaknesses. They only make promises
they can follow through on.
Honesty:
Leaders convey an aura of honesty in both their
professional and their personal lives.
Trust:
Effective leaders earn the trust of their followers and act on
behalf of their followers.
 Attributes of a Leader
Curiosity:
Leaders are learners. They wonder about every aspect of
their charge. They find out what they need to know
in order to pursue their goals.

► 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.
 Attributes of a Leader
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.
Attributes of a Leader
► Charisma: This may be the one attribute
that is the most difficult to cultivate. It
conveys maturity, respect for your
followers, compassion, a fine sense of
humor, and a love of humanity. The result
is that leaders have the capability to
motivate people to excel.

► Listening: Leaders Listen! This is the

most important attribute of all, listen to
your followers.
 Leader vs Manager
Leader n, 1. A person who is followed by others.

Manager n, 1. A person controlling or administering a

business or a part of a business. 2. A person regarded
in terms of skill in household or financial or other
management.
 Leadership & Management
► Leadership is the ability to develop a vision
that motivates others to move with a
passion toward a common goal

► Management is the ability to organize

resources and coordinate the execution of
tasks necessary to reach a goal in a timely
and cost effective manner
 Leadership vs Management
• Management seeks stability & predictability
– (order)
• Leadership seeks improvement through change
– (disorder)
• Leaders: Do the right thing
• Manager: Do things right
Leadership & Management Skills

Leadership – soft skills

► Communications
► Motivation
► Stress Management
► Team Building
► Change Management
Management – hard skills
► Scheduling
► Staffing
► Activity Analysis
► Project Controls
Managers have the following attributes ,
they
– Consider alternatives to design
– Estimate costs involved
– Establish risks to the organization
– Develop a schedule for the project
– Include decision steps
– Manage change in an orderly fashion
– Keep the team motivated and informed
– Review responsibilities and goals with each team player
– State clearly the basis for evaluation and where each
person fits into the organization
Managers have the following attributes ,
they

– Monitor progress
– Set directions; set expected achievements for each
individual within the next work period. Show the
team members where they fit in achieving unit goals.
– Perform administrative tasks
– Report to senior management
– Money and job security play a major role in
management effectiveness. They act as deficiency
motivators.
 Being a Leader
• If you want to get ahead, be a leader, you must
assume:
– That everything that happens to you results in a situation
that is in your control
– That the attitude you convey is what you are judged on
– That what you think and do in your private life is what
you will reap in your public or corporate life
– You are what you think and believe
– If you never meet a challenge you will never find out what
you are worth
 Recipe for being a Leader
► Take control of your life
► Assume responsibility for who you are
► Convey a positive and dynamic attitude in
everything you do
► Accept blame: learn from your own mistakes as
well as those of others. Take blame for everything
that happens in your unit
► Give credit wherever it is due
► Be compassionate when you review your team
members' progress or lack thereof
 Recipe for Being a Leader
► Think great thoughts. Small thinking is why
companies go broke
► Turn disasters into opportunities. Turn every
obstacle into a personal triumph
► Determine your "real" goals then strive to
achieve them
► When you want to tell someone something
important, do it personally
► Don’t be afraid to get your hands dirty doing
what you ask others to do. Make coffee
 Recipe for Being a Leader
► Listen effectively
► Encourage teamwork and participation
► Empower team members
► Communicate effectively
► Emphasize long-term productivity
► Make sound and timely decisions
► Treat each person as an individual
► Know yourself and your team
► Protect your team
► Have vision, courage and commitment
 Holistic communications:
The way you stand or sit
► indicates whether you are an open person,
easily approachable
► says whether you are friendly
► tells others whether you could be a good team
player
► suggests that you are frank and honest
► tells others what you really think of them
► shows whether you are a part of the team
 The way you dress
► indicates whether you have conventional ideas
or whether you are a radical
► shows how neat you are
► suggests whether you will fit in with the
company's image
► makes a statement about whether or not you
care enough to find out about the company, its
image and its objectives
► shows indirectly whether you are confident,
whether or not you believe in yourself.
 The way you write
► Conveys whether you are warm and friendly or appear
cool and reserved
► Tells whether you are dynamic and energetic or
whether you are lethargic and procrastinate
► Conveys an image of you as either intuitive in solving
problems, or logical, solving problems step by step
► Says whether you want to communicate with others or
not
► Says whether you try to avoid conflict or seek it
► Says whether you are materialistic or idealistic
 Holistic Communications
Conclusions
► Communication is a holistic concept; everything
we do conveys something about ourselves
► If you want to achieve greatness in your chosen
objectives you must communicate holistically. It
is not enough to write well or to know a lot of
big words. You must be able to project an image
that will lead to success
► You can change the way you appear to others by
changing your behavior pattern
► If you want to change your behavior pattern, you
must change everything about yourself.
 What is the bottom line for you?

• You are in control of your environment. You

can make every setback an opportunity for
success
• You can be anything you can be! Whatever
you want to be is entirely up to you
• You can become the person you want to be.
Dress like that person, talk like that person, act
like that person, write like that person, and
that will be you.
 Content Part 2

Course objectives:
❑ Understand the principles of transformational leadership
and its relevance to modern organisations
❑ Create a compelling vision for their teams that aligns
with objectives / goals
❑ Motivate and inspire teams to achieve high performance
and engage with stakeholders.
❑ Implement strategies for fostering a collaborative and
innovative work environment.
❑ Enhance individual and team effectiveness through
self-awareness and empathy
Model of Transactional Leadership

• A transactional leader focuses more on a series

of "transactions”
• This person is interested in looking out for
oneself [program in this case], having exchanged
benefits with their subordinates and clarify a
sense of duty with rewards and punishments to
reach one’s goals
Model of Transactional Leadership

• Transactional leaders are-

– Well aware of the link between the effort and reward
– Rely on standard forms of inducement, reward,
punishment and sanction to control followers
– Motivate followers by setting goals and promising
rewards for desired performance
– Dependent on one’s power to reinforce
subordinates for their successful completion of
the bargain
Transformational leadership
Overview of Transformational Leadership
• Focuses on leaders who encourage,
inspire and motivate employees to
innovate and change the future success of
an organisation.

• It’s about empowering everybody within your

sector to work towards a shared vision to
enable success while future-proofing and
developing your processes along the way.
Why Is Transformational Leadership Important?

• Transformational leadership can completely change

how organizations operate for the better.
• It encourages employees’ accountability, ownership
and workplace autonomy — all factors of a positive
culture essential for future growth.
• Processes within government are historically quite
structured, whereas concepts such as transformational
leadership allow for more fluid and
responsive actions to changes that may arise, making
the sector more agile and innovative.
• By investing in transformational leadership, the
government and public sector will enable long-term
growth and also attract, build and retain the right
talent for a motivated and efficient workforce.
Model of Transformational Leadership

• Changes and transforms

individuals and
organizations
• Concerned with ethics,
morals, and the long-term
goals of individuals and
organizations
• Process
– Determine what motivates
individuals
– Satisfies subordinates needs
James MacGregor Burns – Leadership
– “Treat as full human beings” 1979
Model of Transformational Leadership

• Differs from Transactional Leadership because-

– Being a transformational leader is more than
merely payment, goods, or promotions for
services completed
• Working for the greater good (creating a culture)
of the organization, while not compromising the
needs of the individual
• Characteristics
– Typically charismatic
– Strong role model
– Value-driven goals
Model of Transformational Leadership

• Focuses on follower’s needs

• Followers inspired to put the needs of the
organization above their own needs
– Need to buy-in and believe the organization’s
vision
How to Become a Transformational Leader

• Be a strong Role model!

• Demonstrate your
integrity – Build trust!
• Put the needs of others
above your own
• Listen more than you
talk-active listening
• Encourage creativity
and ingenuity
• Sell your vision (without
being too pushy)
Selling your Vision…

• Ask for input in developing the vision for those

in the organization
• Together, develop a plan for achieving the vision
• Explain where you are limited by accreditation
standards or institutional guidelines
• Be willing to consider alternative visions… this is
potentially, the most difficult task…
Fostering Positive Relationships

• All relationships
require nurturing

• All relationships have

room for
improvement

• When conflicts do
arise, resolutions are
easier to achieve
The Four I’s of Transformational Leadership

Idealised Influence
•Idealised influence is essentially leading by example. As
a transformational leader, you should embody what
you’re trying to achieve, making it easier for
employees to buy into the change you’re trying to
make.
Inspirational Motivation
•Inspirational motivation is relatively self-explanatory.
It’s the ability to inspire and motivate your team to
achieve. It’s about communicating and committing to
your goals, as well as engaging your employees to work
towards them.
The Four I’s of Transformational Leadership

• This principle gives employees a strong sense of

purpose, which in turn, gives them the drive to
achieve.
• Changes within the public sector can be
complex, particularly if there have been set ways
of working in the past, but it isn’t impossible
when you inspire your employees to
achieve the precise goals you’ve set.
The Four I’s of Transformational Leadership

Intellectual Stimulation
•Intellectual stimulation is the idea of thinking outside the norm
and tackling the status quo.
•This is particularly fitting for the public sector and government,
as it challenges ‘the way that we’ve always done things’ to
bring about positive change for the future.
Individual Consideration
•Having a positive workplace culture is a vital part of
transformational leadership and involving every individual in the
aims and goals of the organisation will lead to overall success.
•Focusing on professional development, effective teamwork,
positive relationships and inspirational leadership — rather than
your usual top-down hierarchy — will change the way the public
sector works for the better.
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Crafting a vision for
Motivating and inspiring teams
• Transformational leaders articulate a compelling mission,
fostering a sense of purpose among team members.
• Through clear and inspiring communication, leaders
motivate individuals to work towards common goals,
creating a shared sense of enthusiasm and commitment.
• Transformational leaders focus on helping members of
the group support one another and provide them with
the support, guidance, and inspiration they need to work
hard, perform well, and stay loyal to the group.
• The primary goals of transformational leadership are to
inspire growth, promote loyalty, and instill confidence in
group members
Fostering Intellectual Stimulation and
Innovation
How?
People matter
•invest in public officers as the catalysts of innovation.
This involves building the culture, incentives and
norms to facilitate new ways of working.
Knowledge is power
•Facilitate the free flow of information, data and
knowledge across the public sector and use it to
respond creatively to new challenges and opportunities
Fostering Intellectual Stimulation and
Innovation
How?
Working together:
•promote new organisational structures and
partnerships to improve approaches and tools,
share risks, and harness the information and
resources available for innovation.
Rules and processes to support not hinder
• ensure that internal rules and processes balance
their capacity to mitigate risks with protecting
resources and enabling innovation.
Fostering Intellectual Stimulation and
Innovation
Group activity
Brainstorming Activity: Small groups tackle
real-world organisations challenges, generating
innovative solutions.
Group Presentations: Each group presents their
ideas, fostering a collaborative atmosphere and
sharing best practices.
Case Discussion
Question
• Using the characteristics of a transformational
leader, identify what qualities you need to
possess and how you utilize these leadership
qualities within your organisations to facilitate
a positive working relationship between your
collaborators
• Do these strategies work? What, if any of
these strategies hasn’t worked.
• What other strategies do you employ to
promote a positive working relationship
between you and your staff