Leader Ship Skills
Leader Ship Skills
Leader Ship Skills
P1
The Certified CEO Program
Leadership Skills
أساسيات المهارات القيادية
الجزء األول
Data Collected By: Hamed Ali Mohamed
Part One
Leadership
Theories
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Theories
• Pros
– Expanded research to include what leaders did and how
they acted
– Research has been validated by several studies and
researchers
– Task and relationship behaviors work together to form
the core of the leadership process
– Leaders can learn a lot about themselves by looking at
their behaviors in the light of task and relationship
dimensions
• Cons
– Research has not shown the connection from
leader’s styles to performance outcomes
– Theory fails to find a universal style of
leadership that could be effective in almost
every situation
– Theory implies that 9,9 is most effective
leadership style however that may not be the
case in all situations
Situational
Approach
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Situational Approach
• Focuses on leadership in situations
• Composed of a directive and supportive dimension
• A leader must match his or her style to the competence
and commitment of the subordinates.
• Effective leaders are those who can recognize what
employees need and then adapt their own style to meet
those needs
• Effective leadership occurs when the leader can
accurately diagnose the development level of the
subordinates in a task situation and then exhibit the
prescribed leadership style that matches that situation
Directive Behavior
• helps group members accomplish goals by
giving directions, defining roles, setting time
lines, evaluating and showing how goals will
be met.
• Explains what is to be done, how it is to be
done, and who is responsible for doing it
• One way communication
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Situational Approach
Supportive Behavior
• helps coworkers feel comfortable
about themselves, their coworkers and
the situation.
• Asking for input, praising, listening,
sharing information about oneself
• Two way communication
Styles of Leadership
Leadership &
Motivation
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Table of Contents
• 1 - Nice Guy
• 2 - Loser Task
• 3 - Compromiser 4 5
• 4 - Task Master 3
• 5 - Ideal Manager 2 1
People
• To arrive at
conclusions and
judgements
• To assure that the
quality of decisions
made remains high
• Staff
• Staff and Manager
• Manager
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• Forecasting (exponential
smoothing, time series)
• Regression Analysis (single-
variable, multi variables)
• Risk Analysis (Monte Carlo)
• What -if Solver
• Simulation Modeling
• Decision Trees
• Optimization (linear
programming, integer/dynamic
programming)
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Decision Making by Gut Instinct
• Group
dynamics
• Conflict,
consideration,
closure
• Criteria for good
group decisions
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Decision Making in Teams
• To create
understanding
and acceptance
by conveying
facts, viewpoints,
impression and/or
feelings
• Asking open-ended
insightful questions to gain
knowledge and to improve
understanding of the
situation at hand
• Quality of questions is an
clear indication of the
questioner’s grasp of the
situation at hand
• Semantics
• Selective Seeing
• Selective
Listening
• Emotional
Barriers
• To motivate is to
apply a force that
excites and drives
an individual to
act, in ways
preferred by the
manager/leader.
• By selecting people,
managers gain staff with
right skills, dedication,
value systems,
personality, and win their
loyalty over time
• Associate themselves
with the right mentors
and leaders
• Leading Changes
(Eight-step processes
to create and sustain
changes)
• New Leaders
(Strategy for First 6
months)
• Advice for Superior
Leadership (Eight
attributes and more)
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Leading Changes
is achieved.
process.
• Passion
• Humor
• Courage
• Integrity and Trust
• Energy/Vitality/Enthusiasm
• Building a Team
• Setting priorities
• Creativity
• Vision
statement or vision.
• Mentor an employee.
newsletter.
You can take your job and your world seriously, and
still take yourself lightly.
• The key to courageous leadership and conscious action is how one responds
to what arises on the path, rather than whether individual circumstances are
defined as great, good, bad or just plain ugly.
• Choose role model who exemplifies behaviour, values and beliefs that
Courageous leaders fight their fears and do what needs to be done in the
face of opposition.
“What lies behind us and what lies before us are tiny matters compared
Integrity:
Firm adherence to a code of moral or artistic values.
Trust:
Firm reliance on the integrity, ability, or character of
a person or thing.
Energy:
Vitality:
Enthusiasm:
• Live the question: Keep asking yourself constantly - 'of all that is required
to happen, how can I use my time most valuably right now?'
• The Philosophy of Continuing Improvement: Ability is strength. Work
consciously everyday, at getting a little better at every little thing you are
involved with.
• Maintain integrity: An effective leader is known for his integrity. Always
keep your word.
• Recognize your most valuable asset: While your products or your bottom-
line may be terrific, internalize the knowledge that your most valuable
asset is the people who work with you.
required.
based organizations.
• Choose carefully
• Start now
• Sweat the big stuff
• Be prepared for change
the enterprise.“
• Brainstorming
• Utilizing a round-robin
• Playing games
various competencies.
Leadership
and Trust
• A definition of management
• A definition of leadership
Ambition Desire
and Energy to Lead
Honesty Self-
and Integrity Confidence
Job-Relevant
Intelligence
Knowledge
Manager
Employee-Centered Leadership
Boss-Centered Leadership
sells decision
Consultative
Manager
presents ideas
Manager presents
tentative decision
Participative
Manager presents
problem
Democratic
Manager sets
decision limits
Employees Laissez-faire
make decision
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Formal Studies
of Behavioral Styles
Initiating Structure
Ohio State
Consideration
Employee-Orientation
University of
Michigan
Production-Orientation
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The Path-Goal Theory
Environmental
Situational Factors
Leader
Outcomes
Behavior
Subordinate
Situational Factors
Relationship
Participating Selling
Behavior
Delegating Telling
• Self-confidence
• Strong convictions
• Extraordinary behavior
• Environmental sensitivity
Express Explain
the Vision the Vision
Extend
the Vision
Transformational
Motivation
Leaders versus
Inspiration
Team Leader
Roles
Conflict Trouble-
Managers Shooters
• Integrity
• Competence
• Consistency
• Loyalty
• Openness
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Three Types of Trust
Deterrence-
Based
Knowledge- Identification-
Based Based
Development Formation
Reinforcement
Definition
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Renewal
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Transformation
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Verbal Behaviors
• What behaviors encourage effective participation
– Set context
– Ask questions of members
– Use supportive statements
– Seek out different perspectives
– Share feelings
1
• Is it fair? 2
• Am I confident in
3
• Does it make
my decision? anyone
• Does it uphold the uncomfortable?
values of the • Will it be valid for
organization? years? • Does it convey
respect for
• Can I tell my • Is it legal? others?
decisions to my
employer, my • Will it hurt anyone? • Have I involved
family and others? others by
• Does it positively asking their
• How would others represent the viewpoint?
regard the details if company?
made public?
Adjustment
• Revisions of the initial rules and goals
• A reality check of what can be
accomplished
• Tensions usually come up here, must
reach consensus, usually about
personalities
• Breakpoint comes when the team gets
mired in discussions about what to do
and who should do what...
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Cohesion
• Comes together as a team
• High energy
• High interest
• Progress is made
• Team is supportive
• Develop relationships
Team Values
Team Rituals
Team Learning
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Team Values
• Commitment to
task and team
members
• Accountability
• Exercising power.
• Gaining and exercising the privileges of high
status.
• Being the boss.
• Task orientation.
• Taking care of people.
• Empowerment.
• Providing moral leadership.
• Providing and working toward a vision.
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What is leadership style?
1. Economic or productivity-based
“concern for production”
2. Employee condition and morale
“concern for people”
• Lacks flexibility
• Controlling and demanding
• “carrot and stick” approach
• Focused solely on productivity
• Values driven
• Curious
• Changeable
• Connected
• Making it up for themselves …
“Engagement is a combination of
commitment to the organization and its
values, plus a willingness to help out
colleagues (organizational citizenship)”
• Trait theories:
• Is there a set of characteristics
that determine a good leader?
– Personality?
– Dominance and personal presence?
– Charisma?
– Self confidence?
– Achievement?
– Ability to formulate a clear vision?
• Trait theories:
– Are such characteristics
inherently gender biased?
– Do such characteristics
produce good leaders?
– Is leadership more than
just bringing about change?
– Does this imply that leaders are born not bred?
• Invitational Leadership:
– Improving the atmosphere and message sent out by
the organisation
– Focus on reducing negative messages
sent out through the everyday actions of the business
both externally and, crucially, internally
– Review internal processes to reduce these
– Build relationships and sense of belonging and identity
with the organisation –
that gets communicated to customers, etc.
Self-actualization—Expand Skills
Esteem—Recognition/Respect
Social—Informal Groups
Safety—Job Security/Environment
Physiological—Basic Wages
FORMING
ADJOURNING STORMING
PERFORMING NORMING
• Trust as a foundation
• Do not dump work on others
• Work around a lazy team member
• Team will eventually dismiss a poor
performer
• Address performance issues in a respectful
and diplomatic manner
Listening Conceptualization
Empathy Foresight
Awareness Commitment
Relationship-building Actions
Future-oriented Actions
Compassionate Discipline
Leading Serve
Examples of Balance
Paradoxes are not easy to balance. Here are a few examples…
• Clarity on roles
• Partnerships
• Collective working
• Human Factor focused
• Citizen involvement
Basic Approaches
to Leadership
Leadership
The ability to influence a
group toward the
achievement of goals
Management
Use of authority inherent in
designated formal rank to
obtain compliance from
organizational members
Traits Theories of
Leadership Leadership Traits
Limitations
• No universal traits found that predict leadership
in all situations
• Unclear evidence of the cause and effect of
relationship of leadership and traits
• Better predictor of the appearance of leadership
than distinguishing effective and ineffective
leaders
• Traits (examples)
– Extraversion
– Conscientiousness
– Openness
• Assumption: Leaders are born
• Goal: Select leaders
• Problems
– Traits do not generalize across situations
– Better at predicting leader emergence than
leader effectiveness
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Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders
from non-leaders
Behavioral Theory
Leadership behaviors can be taught.
vs.
Trait Theory
Leaders are born, not made.
Initiating Structure
The extent to which a leader is likely to define and structure his
or her role and those of subordinates in the search for goal
attainment
Consideration
The extent to which a leader is likely to have job relationships
characterized by mutual trust, respect for subordinate’s ideas,
and regard for his/her feelings
Employee-oriented Leader
Emphasizing interpersonal relations; taking a personal interest in
the needs of employees and accepting individual differences
among members
Production-oriented Leader
One who emphasizes technical or task aspects of the job
Research Support
• Less intelligent individuals perform better in leadership roles
under high stress than do more intelligent individuals.
• Less experienced people perform better in leadership roles
under low stress than do more experienced people.
Amount of Leader
Support &
HIGH Supervision Required LOW
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Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Leadership
Styles
High Task
Unable Directive and
Relationship
Orientations
Premise
• Leader must help followers attain goals and
reduce roadblocks to success
• Leaders must change behaviors to fit the
situation (environmental contingencies and
subordinate contingencies)
Premise
• Rule-based decision tree to guide leaders
about when and when not to include
subordinate participation in decision making
• Considers 12 contingency variables to
consider whether or not to include
subordinates in decision making
Contemporary Issues
in Leadership
Charismatic leaders:
1. Have a vision.
2. Are willing to take personal risks to achieve the
vision.
3. Are sensitive to follower needs.
4. Exhibit behaviors that are out of the ordinary.
• Level 5 Leaders
– Possess a fifth dimension—a paradoxical blend
of personal humility and professional will—in
addition to the four basic leadership qualities of
individual capability, team skills, managerial
competence, and the ability to stimulate others
to high performance
– Channel their ego needs away from themselves
and into the goal of building a great company
Transformational Leaders
Leaders who provide the four “I’s” • Idealized Influence
(individualized consideration, • Inspirational Motivation
inspirational motivation, idealized • Intellectual Stimulation
influence, and intellectual • Individual Consideration
stimulation)
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Characteristics of Transactional Leaders
Actions
• Work to positively change the attitudes
and behaviors of employees
• Engage in socially constructive behaviors
• Do not abuse power or use improper
means to attain goals
Trust
A positive expectation that
another will not—through
words, actions, or
decisions—act
opportunistically
Trust is a history-dependent
process (familiarity) based
on relevant but limited
samples of experience (risk)
Deterrence-based Trust
Trust based on fear of reprisal if the trust is violated
Knowledge-based Trust
Trust based on behavioral predictability that comes from a
history of interaction
Identification-based Trust
Trust based on a mutual understanding of one another’s
intentions and appreciation of the other’s wants and desires
Mentor
Mentoring Activities
A senior employee who sponsors
and supports a less- • Present ideas clearly
experienced employee (a • Listen well
protégé)
• Empathize
• Share experiences
• Act as role model
• Share contacts
• Provide political
guidance
Creating Self-Leaders
Self-Leadership
• Model self-leadership
A set of processes through
which individuals control • Encourage employees to
create self-set goals
their own behavior.
• Encourage the use of self-
rewards
• Create positive thought
patterns
• Create a climate of self-
leadership
• Encourage self-criticism
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Finding and Creating Effective Leaders
• Selection
– Review specific requirements for the job
– Use tests that identify personal traits associated with
leadership, measure self-monitoring, and assess emotional
intelligence
– Conduct personal interviews to determine candidate’s fit with
the job
• Training
– Recognize that all people are not equally trainable
– Teach skills that are necessary for employees to become
effective leaders
– Provide behavioral training to increase the development
potential of nascent charismatic employees
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Part Eight
Leadership
and
Management
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Introduction (Cont.)
• Leadership
– Social influence process of involving two or
more people
• Leader
• Follower
• Potential follower
• Leadership (cont.)
– Two dimensions
• Leader intends to affect behavior of
another person
• Target of influence effort perceives intent
as acceptable
– Target must attribute behavior to a specific
person
– Consider the behavior acceptable
External environment
Stable Turbulent
Manager Leader
• Contingency (cont.)
– Leader-member relations
• Quality of the relationship between
subordinates and leader
• Amount of trust between leader and
subordinates
• Leader is liked and respected by
subordinates
• Transformational Leadership
– Three elements
• Charisma: from the Greek, charisma,
meaning a gift. A talent to inspire
devotion and allegiance
• Individualized consideration
• Intellectual stimulation
• Leadership categorization
– People observe behavior
– Quickly compare it to their cognitive
category of a leader
• Leadership prototype: a person’s
cognitive image of leader traits and
characteristics
• Leadership exemplar: a specific person
regarded as a leader
Traits Behavioral
Leadership
requirements of
an organization
Contingency
Alternative views
Assess person
Vision, charisma, knowledge and situation
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Women, Men, and Leadership