Level 5 Award in Leadership and Management Skills

Day 3Bev Gilder

Objectives ….• Review and assess the impact of the prevailing

leadership styles on your organisations values and performance

• Understanding the use of leadership styles in a range of situations

• Understand your leadership and management style

• Understanding teams, how to build them and how to ensure they are effective.

What is Leadership?

The capacity to establish direction, to influence and align others towards a common aim, to motivate and commit others to action, and to encourage them to feel responsible for their performance

CMI Checklist 041 October 2008

What is Management?

Management is about the day-to-day running of a function and getting the right people in the right place, with a focus upon implementation.

CMI Checklist 041 October 2008

Management Leadership SpectrumManagement: makes systems of people and technology work well day after day, week after week, year after year

o Planning & budgeting o Organising and staffing o Controlling & problem solving o Taking complex systems of

people and technology and making them run efficiently and effectively, hour after hour, day after day

Leadership:  creates the systems that managers manage and changes them in fundamental ways to take advantage of opportunities and to avoid hazards

o Creating vision & strategy o Communicating & Setting

direction o Motivating action o Aligning people o Creating systems that managers

can manage and transforming them when needed to allow for growth, evolution, opportunities and hazard avoidance

Kotter

Leadership

Leaders are people who...• Followers can trust, rely on and feel supported by• Have a clear, exciting image of the future and can

lead the way through change• Show commitment to, and generate enthusiasm for,

the organisation• Are honest and open• Spend time talking and listening to their people• Give staff the room and the confidence to get their

job done

Exercise … in groups ..

• What are the key responsibilities of a leadership role ?

• What skills do you need for these roles ?• Think about communication, interpersonal

skills and your mind set.

Key Responsibilities of the Leadership Role• Taking responsibility• Contributing to the overall

vision and goal• Setting and providing guidance

on values• Setting direction for significant

programmes or projects• Stimulating innovation and

enterprise• Anticipating, planning and

leading change• Protecting the team and its

members

• Overcoming obstacles• Delegating• Setting objectives for teams

and individuals• Communicating and motivating• Supporting and developing

programmes, projects, teams and individuals

• Modelling appropriate behaviour

• Representing the team and feeding back its experiences and views

Leadership Styles

Overview of management theories- Trait theories……• What type of person makes a good leader• Great leaders share a number of common personality

characteristics or "traits."• Leadership an innate, instinctive quality • Identified qualities that managers use e.g. integrity,

empathy, assertiveness and decision making.• External behaviours are a result in what we think e.g

beliefs and values about the world and ourselves• You’ve got it or you haven’t !!

Behavioural - What Does a Good Leader Do? • Focus on how leaders behave• Do leaders dictate what needs to be done and

expect cooperation? Or do they involve their teams in decision-making to encourage acceptance and support?

• Kurt Lewin - Three types - Autocratic. - Democratic - Laissez-faire

Contingency Theories – How Does the situation influence great Leadership?

• Which leadership style is best in which circumstance.

• People or task oriented ?• Fiedler's Contingency Model.• Hersey Blanchard – Situational leadership

Your Own Leadership Style

Activity • Management and Leadership Styles

Questionnaire• Any thoughts ……??• Useful for your action planning ?

Leadership models !!......

Leadership Models

• Situational Leadership - Blanchard & Hersey• Transformational Leadership - Bass & Avolio• Primal Leadership – Golman and Boyaztis• Leadership Continuum - Tannenbaum &

Schmidt• Action Centred Leadership-John Adair

See www.businessballs.com

Adair’s Action Centred Leadership

Goleman and Boyatzis

• Visionary• Coaching• Affiliative• Democratic• Pace-setting• Commanding

Hersey Blanchard

DIRECTIVE/ TELLERUsing your technical expertise

SELLING AND COACHINGIdeas and solutions

SUPPORTIVE AND PARTICIPATIVETapping into peoples creativity

DELEGATING/ JOINT PROBLEM SOLVINGAllowing team to devise own ideas

Situational Leadership

Leadership - Continuum of Behaviour Tannenbaum & Schmidt

Transformational Leadership

Group Activity –Leadership in your Organisation• Review the prevailing leadership styles in your

organisation, how do these relate to one of the models discussed?

• How effective are the prevailing leadership styles?

• What objective evidence is available to help you make a judgement on their effectiveness?

Effective Team Working

Definition of a team

A team is a small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.

As defined by Katzenbach and Smith

Group Activity……..

What are 10 symptoms of poor teamwork ?What do you see, hear and feel ?Rank them 1-10 ( 1 = most important)What can you do as team leader to resolve ?

Team effectiveness framework• Goals

Clear, understood and communicated, SMART• Roles

Understanding of individual’s tasks, responsibilities and limits of authority

• ProcessesCommunication, decision making, problem solving

• RelationshipsFeedback, integrity, trust, courtesy

Richard Beckhard (1972)

Team Roles

“a tendency to behave contribute and interrelate with others in a particular way”

• Dr Meredith Belbin

http://www.youtube.com/watch?v=OOai178ZiiQ&feature=related

http://www.youtube.com/watch?v=9M0Al3Oi0-8

Belbin Self Perception Inventory

Team Problem solving exercise…. and review

Belbin Team TypesCo Ordinator

Shaper

Implementer

Finisher

Resource investigator

Monitor evaluator

Team Worker

Plant

specialist

Tuckman - Stages of Team Development• Forming: testing and dependence• Storming: inter-team conflict• Norming: development of team cohesion• Performing: high performance team!• (Adjourning !)

http://www.youtube.com/watch?v=MNgzjYb02JM

The Self-Managed TeamEveryone, not just individuals, should take responsibility for:• Keeping everyone on track to achieve targets• Facilitating group input• Raising questions about processes and

procedures• Using good listening skills• Ensuring that there is a shared understanding

of the team objectives

For Next Session

• Complete worksheet day 3 for yourself • Complete Tuckman Team Assessment sheet.• Will be about motivation, emotional

intelligence and employee engagement