LEADERSHIP

ĐẶNG THỊ ĐOAN TRANG

MOBILE: 0983399484 – [Link]@[Link]
CONTENT

• 1. CONCEPT OF LEADERSHIP
• 1.1 DEFINITION AND CONCEPTUALIZATION
• 1,2 LEADERSHIP, HEADSHIP AND MANAGEMENT
• 2. LEADERSHIP TYPES AND STYLES
• 2.1 LEADERSHIP TYPES
• 2.2 LEADERSHIP STYLES
• 3 PRACTICE
ASSESSMENT

1. Attendance (5%) & group presentation (15%) 20%

2. Individual assignment 30%
3. Group assignment and presentation 50%
EACH GROUP SEARCHES THE INFORMATION ( EDUCATION, BUSINESS, LEADERSHIP STYLE,
LESSONS LEARNT) ABOUT ONE OF THE FOLLOWING BILLIONAIRES AND PRESENT BRIEFLY
ABOUT HIM OR HER IN 5’ (15%)

• 1. Elon Musk -Tesla (USD 342 billion)

• 2. Mark Zuckerburg - Meta Platforms (USD 216 billion)
• 3. Jeff Bezos - Amazon (USD 215 billion)
• 4. Larry Ellison - Oracle (USD 192 billion)
• 5. . Bemade Anault & family - LVMH ( Louis Vuitton, Christian Dior, Givenchy) (USD 178 billion)
• 6. Warren Buffett - Berkshire Hathaway (USD 154 billion)
• 7. Larry Page - Google/Alphabet (USD 144 billion)
• 8. Sergey Brin - Google/Alphabet (USD 138 billion)
• 9. Amancio Ortega - Zara (USD 124 billion)
• 10. Steve Ballmer - Microsoft (USD 118 billion)
INDIVIDUAL ASSIGNMENT (30%)

Choose one of the following topics:

a. Write about your favorite leadership style and how you do to develop your leadership
style (maximum 200 words)
b. Write about your plans to develop/enhance your leadership in 10 years (maximum 200
words)
GROUP ASSIGNMENT AND PRESENTATION (50%)

Work in group of 5-6 members on one of the following topics and develop your plays (all
members have role-plays, maximum 10 minutes per play)
a. The leadership styles which you are expecting from your future leaders
b. If you were leaders, what you would do to improve/develop your employees/followers’
career path
CHAPTER 1I
LEADERSHIP TYPES AND STYLES
LEADERSHIP STYLE

• Definition: The Leadership Styles are the behavioral patterns that a leader adopt to
influence the behavior of his followers, i.e. the way he gives directions to his subordinates
and motivates them to accomplish the given objectives.
• One of the key reasons why certain leadership styles are associated with positive
outcomes for employees and organizations is the extent to which they build follower
trust in leaders. In contrast, when a leader does not inspire trust, a follower’s
performance may suffer as they must spend time and energy watching their backs.
I. TYPES OF LEADERSHIP STYLES
TYPES OF LEADERSHIP STYLES

• 1. Leadership style: Directing

• The ‘directing’ style is useful when: one is working with freelancers or contractors for
example. When work is outsourced; and you have a clear idea of what you need done;
and what the outcomes should be, you would use a ‘telling’ style. In this case there needs
to be a clear direction (in order to communicate what you want), however, there needn’t
be a high level of support.
• The ‘directing’ style would not be useful when managing a direct team, as it would hinder
growth and prevent the development of an inspiring team culture.
TYPES OF LEADERSHIP STYLES

• 2. Leadership style: Coaching

• Leaders are visionaries; they build a vision, and direct their team to achieve the vision. However, in order
to successfully direct their team and accomplish the objective, they first need to sell their idea and vision
to all those involved in bringing it to fruition. This is not only done to effectively communicate the
objectives, but to also excite, motivate and get team members believing wholeheartedly in the endeavor.
• The ‘selling’ style is useful when: you, as the leader, are introducing a ‘new’ or refined vision. Although the
vision was not formed by the team members; you need their buy-in to ensure they’re motivated to
perform, and achieve the end goal.
This style is best used when the team is made up of individual contributors that are full-time employees.
TYPES OF LEADERSHIP STYLES

• 3. Leadership style: Supporting

• Collaboration is about working together: sharing ideas, suggestions and solutions within a group; but having the
final say, as the leader. This is a rather inspiring leadership approach, as each team member is considered, and
feels they are contributing in the decision-making process. Because the style is low on direction (from the
leader), it gives the individual space to prove themselves and lead the process; and because there’s a lot of
support, they are not held directly accountable for the outcome, should it fail.
• The ‘collaborative’ style is useful when: a task needs to be carried out but does not need the initial involvement
of the leader until a decision needs to be made. For example: when one of your team members are hiring an
employee – they have full control over the recruitment process (interviewing/screening etc), but you as the
leader have the final say, based on their input, ideas or suggestions. The ‘collaborative’ leadership style is best
used when leading a team of managers or directors; otherwise a team of individual contributors.
TYPES OF LEADERSHIP STYLES

• 4. Leadership style: Delegating

• ‘Delegating’ is yet another leadership style best used when leading a team of senior
leaders, directors or managers. Because there is little direction or support, the leader
gives full authority to the individual or team to make the final decision.
• The ‘delegating’ leadership style is useful when: you fully trust the decision-making
abilities of the individual or group. This style is usually used by CEO’s, who fully trust the
capabilities of their directors or managers, due to their experience and emotional
maturity. The ‘delegating’ leadership style is hardly ever used in teams made up of junior
or mid-level staff, unless the decision is incredibly low-risk.
PRACTICE

• Situation: you are just promoted to be a leader of a marketing group, in which there are
2 new staff ( young, eager to learn, inexperienced), two middle- career staff ( having
experience, open for changes), two senior staff ( working with company for more than 10
years, sometimes conservative, able to work independently) and one staff ( most
experienced, having good relationship with the others). Which leadership types are you
going to apply for the group? And why?
II. LEADERSHIP STYLES

• 1. Democratic Leadership - Commonly Effective ( Lãnh đạo dân chủ)

• Democratic leadership is exactly what it sounds like -- the leader makes decisions based
on the input of each team member. Although he or she makes the final call, each
employee has an equal say on a project's direction.
• Democratic leadership is one of the most effective leadership styles because it allows
lower-level employees to exercise authority they'll need to use wisely in future positions
they might hold. It also resembles how decisions can be made in company board
meetings.
• For example, in a company board meeting, a democratic leader might give the team a few
decision-related options. They could then open a discussion about each option. After a
discussion, this leader might take the board's thoughts and feedback into consideration,
or they might open this decision up to a vote.
II. LEADERSHIP STYLES

• 2. Autocratic Leadership - Rarely Effective ( Lãnh đạo chuyên quyền)

• Autocratic leadership is the inverse of democratic leadership. In this leadership style, the
leader makes decisions without taking input from anyone who reports to them.
Employees are neither considered nor consulted prior to a direction, and are expected
to adhere to the decision at a time and pace stipulated by the leader.
• An example of this could be when a manager changes the hours of work shifts for
multiple employees without consulting anyone -- especially the effected employees.
• Frankly, this leadership style stinks. Most organizations today can't sustain such a
hegemonic culture without losing employees. It's best to keep leadership more open to
the intellect and perspective of the rest of the team.
II. LEADERSHIP STYLES

• 3. Laissez-Faire Leadership - Sometimes Effective (Lãnh đạo trao quyền)

• If you remember your high-school French, you'll accurately assume that laissez-faire leadership
is the least intrusive form of leadership. The French term "laissez faire" literally translates to
"let them do," and leaders who embrace it afford nearly all authority to their employees.
• In a young startup, for example, you might see a laissez-faire company founder who makes no
major office policies around work hours or deadlines. They might put full trust into their
employees while they focus on the overall workings of running the company.
• Although laissez-faire leadership can empower employees by trusting them to work however
they'd like, it can limit their development and overlook critical company growth opportunities.
Therefore, it's important that this leadership style is kept in check.
II. LEADERSHIP STYLES

• 4. Strategic Leadership - Commonly Effective ( Lãnh đạo chiến lược)

• Strategic leaders sit at the intersection between a company's main operations and its
growth opportunities. He or she accepts the burden of executive interests while ensuring
that current working conditions remain stable for everyone else.
• This is a desirable leadership style in many companies because strategic thinking supports
multiple types of employees at once. However, leaders who operate this way can set a
dangerous precedent with respect to how many people they can support at once, and
what the best direction for the company really is if everyone is getting their way at all
times.
PRACTICE

• You are a leader of a [Link] company has just recruited many new staff. In the
first meeting with those new staff, you will give a welcoming speech in which you imply
your own leadership styles ( the four styles just learnt). Work in your group to compose
the speech and present in 3 minutes (+ 0.1 - 0.2m)
II. LEADERSHIP STYLES

• [Link] Leadership - Sometimes Effective ( Lãnh đạo chuyển đổi)

• Transformational leadership is always "transforming" and improving upon the company's
conventions. Employees might have a basic set of tasks and goals that they complete every
week or month, but the leader is constantly pushing them outside of their comfort zone.
• When starting a job with this type of leader, all employees might get a list of goals to reach, as
well as deadlines for reaching them. While the goals might seem simple at first, this manager
might pick up the pace of deadlines or give you more and more challenging goals as you grow
with the company.
• This is a highly encouraged form of leadership among growth-minded companies because it
motivates employees to see what they're capable of. But transformational leaders can risk
losing sight of everyone's individual learning curves if direct reports don't receive the right
coaching to guide them through new responsibilities.
II. LEADERSHIP STYLES

• [Link] Leadership - Sometimes Effective ( Lãnh đạo giao dich)

• Transactional leaders are fairly common today. These managers reward their employees for
precisely the work they do. A marketing team that receives a scheduled bonus for helping generate
a certain number of leads by the end of the quarter is a common example of transactional
leadership.
• When starting a job with a transactional boss, you might receive an incentive plan that motivates
you to quickly master your regular job duties. For example, if you work in marketing, you might
receive a bonus for sending 10 marketing emails. On the other hand, a transformational leader
might only offer you a bonus if your work results in a large amount of newsletter subscriptions.
• Transactional leadership helps establish roles and responsibilities for each employee, but it can also
encourage bare-minimum work if employees know how much their effort is worth all the time.
This leadership style can use incentive programs to motivate employees, but they should be
consistent with the company's goals and used in addition to unscheduled gestures of appreciation.
II. LEADERSHIP STYLES

• 7. Coach-Style Leadership - Commonly Effective ( Lãnh đạo hỗ trợ)

• Similarly to a sports team's coach, this leader focuses on identifying and nurturing the individual
strengths of each member on his or her team. They also focus on strategies that will enable their
team work better together. This style offers strong similarities to strategic and democratic
leadership, but puts more emphasis on the growth and success of individual employees.
• Rather than forcing all employees to focus on similar skills and goals, this leader might build a team
where each employee has an expertise or skillset in something different. In the longrun, this leader
focuses on creating strong teams that can communicate well and embrace each other's unique
skillsets in order to get work done.
• A manager with this leadership style might help employees improve on their strengths by giving
them new tasks to try, offering them guidance, or meeting to discuss constructive feedback. They
might also encourage one or more team members to expand on their strengths by learning new
skills from other teammates.
II. LEADERSHIP STYLES

• 8. Bureaucratic Leadership - Rarely Effective ( Lãnh đạo quan liêu)

• Bureaucratic leaders go by the books. This style of leadership might listen and consider the input of
employees -- unlike autocratic leadership -- but the leader tends to reject an employee's input if it
conflicts with company policy or past practices.
• You may run into a bureaucratic leader at a larger, older, or traditional [Link] these companies,
when a colleague or employee proposes a strong strategy that seems new or non-traditional,
bureaucratic leaders may reject it. Their resistance might be because the company has already
been successful with current processes and trying something new could waste time or resources if it
doesn't work.
• Employees under this leadership style might not feel as controlled as they would under autocratic
leadership, but there is still a lack of freedom in how much people are able to do in their roles. This can
quickly shut down innovation, and is definitely not encouraged for companies who are chasing ambitious
goals and quick growth.
• Note: 8 phong cách lãnh đạo phổ biến nhất hiện nay | ITD Vietnam ([Link])
PRACTICE

• You are a leader of a [Link] company will have a strategic meeting for the
company’s growth in 5 years. In the meeting, you lead your team to discuss about the
new strategies. Work in your group to develop such a play in which all members can
imply their own leadership styles and present the play in 5 minutes (+ 0.1- 0.2m)
THE PROCESS OF GREAT LEADERSHIP

• The road to great leadership that is common to successful leaders include (Kouzes,
Posner, 1987):
• Challenge the process - First, find a process that you believe needs to be improved
the most.
• Inspire a shared vision - Share your vision in words that can be understood by your
followers.
• Enable others to act - Give them the tools and methods to solve the problem.
• Model the way - When the process gets tough, get your hands dirty. A boss tells others
what to do; a leader shows that it can be done.
• Encourage the heart - Share the glory with your followers' hearts, while keeping the
pains within your own.
CAN LEADERSHIP BE LEARNED OR ARE YOU BORN
WITH IT?
• Some people can have leadership and management potential
• Leadership and management require skillsets
• What can you learn from Leadership lessons?
SIGNS OF GOOD EMPLOYEES

• Ambitious; Intelligent; Flexible

• With self-esteem
• Well spoken
• Honest; Trustworthy; Punctual
• With strong work ethic
• Positive
• Creative
• Team player
21 SKILLS THAT WILL PAY YOU FOREVER

• 1. Ability to sell and negotiate

• 2. Ability to convey what you think and feel
• 3. Ability to break a process down into small steps
• 4. Ability to shut up, listen and learn from others
• 5. Ability to adapt, improve and overcome obstacles
• 6. Ability to read, understand and memorize
• 7. Ability to walk away
• [Link] to manage the time effectively
• 9. Ability to stay positive and optimistic
• 10. Ability to make decision based on facts not based on emotions
21 SKILLS THAT WILL PAY YOU FOREVER

• 11. Ability to speak in front of large audience

• 12. Ability to keep trying even after failure
• [Link] to invest money on own
• 14. Ability to think irrespective of situation
• 15. Ability to self-analysis
• 16. Ability to learn how to learn
• 17. Ability to understand what people feel
• 18. Ability to remain consistent
• 19. Ability to master your thoughts
• 20. Ability to write words to persuade and influence others
• 21. Ability to ask for help