Leadership skills prepared by : Ashraf Samaan

Are Leaders Born or Made?Are Leaders Born or Made?

Good leaders are Good leaders are mademade not not bornborn. .

If you have the desire and willpower, you If you have the desire and willpower, you

can become an effective leader. can become an effective leader.

Good LeadersGood Leaders develop through a never develop through a never

ending process of self-study, education, ending process of self-study, education,

training, and experience.training, and experience.

Management and LeadershipManagement and Leadership

Leadership and management are two notions Leadership and management are two notions

that are often used interchangeably. However, that are often used interchangeably. However,

these words actually describe two different these words actually describe two different

concepts.concepts.

ما لبا غا التي المفاهيم من الثنان والدارة ما القيادة لبا غا التي المفاهيم من الثنان والدارة القيادة . ذلك، من الرغم وعلى بينهما بادل ت ل ا استخدام . يتم ذلك، من الرغم وعلى بينهما بادل ت ل ا استخدام يتم

المفاهيم بين من بانها فعل الكلمات هذه المفاهيم تصف بين من بانها فعل الكلمات هذه تصفالمختلفة. المختلفة.

We shall discuss these differences and explain We shall discuss these differences and explain

why both terms are thought to be similar.why both terms are thought to be similar.

سوف سوف نحن لماذا نحن وشرح الخلفات هذه لماذا نناقش وشرح الخلفات هذه نناقش. متشابهان المصطلحين من كل ان .يعتقد متشابهان المصطلحين من كل ان يعتقد

Leadership is a facet of managementLeadership is a facet of managementالقياادة واجهة للادارةالقياادة واجهة للادارة

Leadership is just one of the many assets a

successful manager must possess. Care must

be taken in distinguishing between the two

concepts. المكانات من الكثير من واحدة مجرد هي القيادة

. توخي يجب الناجح المدير يمتلكها أن يجب التي. المفهومين هذين بين لتمييز ا في الحذر

The main aim of a manager is to maximize the output of the organization through administrative implementation. To achieve this, managers must undertake the following functions:

الهدف الرئيسي للمدير هو تعظيم المخرجات الخاصة بالمنشاة من خل لالتنفيذ الاداري إلى أقصى حد لتحقيق ذلك، لذلك يجب علي المديرين اتباع

المهام التالية:

Managers must undertake the Managers must undertake the following functionsfollowing functions::

Planning Planning التخطيطالتخطيط

Staffing Staffing التوظيفالتوظيف

DirectingDirecting التوجية التوجية

Controlling Controlling التحكم / المراقبةالتحكم / المراقبة

Good LeadersGood Leaders Do you have some examples of good Do you have some examples of good

leaders?leaders?

What qualities made them good leaders?What qualities made them good leaders?

Leadership is just one important component of the directing function. A manager cannot just be a leader; he also needs formal authority to be effective.

الهامة المكونات من واحدة هي القيادة .، قائد يكون أن فقط يمكن ل المدير لتوجية لتكون لكي الرسمية السلطة بحاجة أيضا هو

فعالة.

"Managers do things right, while leaders do the right thing.“

الشياء يفعلون المديرين أن يعني وهذاالشركة سياسة يتبعون و للتعليمات طبقا

حدسهم اتباع القادة أن حين في ،يكون أن يمكن بدوره وهذا ، الخاصة . القائد ان ويقول للشركة فائدة أكثر

. المدير من عاطفية أكثر

"Leaders must let vision, strategies, goals, and values be the guide-post for action and behavior rather than attempting to control others.“.

"،والستراتيجيات بالرؤية، للقادة السماح يجبللعمل الدليل نشر يتم والقيم والهدافعلى للسيطرة محاولة من ًل بد والسلوك

الخرين".

LoyaltyLoyaltyالول�ءالول�ء

Groups are often more loyal to a leader than a manager. This loyalty is created by the leader taking responsibility in areas such as:

المجموعات في كثير من اليحيان أكثر ولءا للقائد من المدير. يتم إنشاء:هذا الولء بقائد يتحمل المسؤولية في مجالت مثل

Taking the blame when things go wrong. أخذ اللوم عندما تسوء المور.

Celebrating group achievements, even minor ones. .اليحتفال بإنجازات الفريق، يحتى الثانوية منها

"The leader must take a point of highlighting the successes within a team, using charts or graphs, with little presentations and fun ideas"

" التي النجاحات على الضوء لتسليط نقطة يتخذ أن يجب القائدوالرسوم المخططات باستخدام الفريق، داخل في تحققت

الظريفة الفكار و التقديمية العروض من القليل مع "البيانية، "Leaders are sensitive people. They know their team

and develop mutual confidence within it." عاطفيين و هم يعرفون فريقهم و يطورونه من خلل القادة هم اشخاص

الثقة المتبادلة بيتهم وبين الفريق.

Managing and leadingManaging and leading

Managing and leading are two different ways of organizing people. The manager uses a formal, rational method whilst the leader uses passion and stirs emotions.

الدارة والقيادة طريقيتين مختلفتين لتنظيم الناس يستخدم المدير الطريقةالرلسمية و اللسلوب المثل. القائد يستخدم العاطفة ويثير المشاعر.

William Wallace is one excellent example of a brilliant leader but could never be thought of as the manager of the Scots!

وليام والس وايحد من اروع المثلة كقائد و ل يمكن ابدا التفكير فيه كرئيسلللسكتلندا.

Purpose of LeadershipPurpose of Leadershipالغرض من القياادةالغرض من القياادة

Leadership is a way of focusing and motivating a group to enable them to achieve their aims. It also involves being accountable and responsible for the group as a whole.

القيادة هي ولسيلة لتركيز وتحفيز مجموعة لتمكينها من تحقيق

أهدافها. فإنه ينطوي أيضا على الخضوع للمساءلة ومسؤولة عن المجموعة ككل.

Skills NeededSkills Neededالمهارات اللمزمةالمهارات اللمزمة

Leaders must have a wide range of skills, techniques and strategies These include:-

PlanningPlanningالتخطيطالتخطيط

Communication skillsCommunication skillsمهارات التصا لمهارات التصا ل

OrganizationOrganizationالتنظيمالتنظيم

Awareness of the wider environment in which Awareness of the wider environment in which the team operatesthe team operates

.الوعي بنطاق اوسع للبيئة التي تحيط بفريق العمل.الوعي بنطاق اوسع للبيئة التي تحيط بفريق العمل

Leadership StylesLeadership Styles أنماط القياادةأنماط القياادة

There are several different leadership styles that can be identified within each of the following Management techniques. Each technique has its own set of good and not-so-good characteristics, and each uses leadership in a different way.

وهناك عدة أنماط من القيادة المختلفة التي يمكن تحديدها في كل من تقنياتإلدارة. كل التقنية الخاصة بها مجموعة من الخصائص الجيدة وغير

الجيدة، وتستخدم كل منها في القيادة بطريقة مختلفة.

Leadership StylesLeadership Styles

1. Autocratic. (Do it my way).

2. Bureaucratic. (By the book).

3. Laissez-Faire. (Hands-off).

4. Democratic. (Let’s vote on it).

11 - - Autocratic Leadership Style ….Autocratic Leadership Style …. ( Do It My Way ( Do It My Way ) )

Autocratic leadership Style :Autocratic leadership Style :

IIs a leadership style in which a supervisor s a leadership style in which a supervisor makes decisions without asking employees makes decisions without asking employees for their ideas .for their ideas .

Rely on threats and punishments to Rely on threats and punishments to

influence employees.influence employees.

Do not trust employees .Do not trust employees .

Do not allow employees input .Do not allow employees input .

Tips for knowing when to use Tips for knowing when to use Autocratic Leadership StyleAutocratic Leadership Style …. ….

Use Use autocratic leadership Style when :autocratic leadership Style when :

You have new untrained employees who do not You have new untrained employees who do not know which tasks to perform or which procedures to know which tasks to perform or which procedures to follow.follow.

You find that effective supervision can only be You find that effective supervision can only be provided through detailed orders and instructions .provided through detailed orders and instructions .

Employees do not respond to any other leadership Employees do not respond to any other leadership styles .styles .

There is high-volume of production needed every There is high-volume of production needed every day, or there is only limited time for you to make a day, or there is only limited time for you to make a decision.decision.

Your power is challenged by an employee .Your power is challenged by an employee .

Your department was very poorly managed before Your department was very poorly managed before your arrival .your arrival .

Work needs to be coordinated with another Work needs to be coordinated with another department .department .

Do notDo not use use Autocratic Leadership Style when : Autocratic Leadership Style when :

Employees expect to have their opinions heard .Employees expect to have their opinions heard .

Employees may become tense, fearful or resentful .Employees may become tense, fearful or resentful .

Employees begin depending on you to make all their Employees begin depending on you to make all their decisions .decisions .

You notice low employees morale, high turnover You notice low employees morale, high turnover and absenteeism and work stoppage .and absenteeism and work stoppage .

2 - Bureaucratic Leadership Style 2 - Bureaucratic Leadership Style …. ( By the Book )…. ( By the Book )

Bureaucratic leadership Style : Bureaucratic leadership Style :

IIs a leadership style in which a supervisor s a leadership style in which a supervisor uses rules, regulations, And policies that uses rules, regulations, And policies that were decided and which he is expected to were decided and which he is expected to follow and pass on to his employees .follow and pass on to his employees .

Tips for knowing when to use Tips for knowing when to use Bureaucratic Leadership Style ….Bureaucratic Leadership Style ….

Use Use bureaucratic leadership Style when :bureaucratic leadership Style when :

Employees are working with dangerous or delicate Employees are working with dangerous or delicate equipments that requires a definite set of equipments that requires a definite set of procedures to operate .procedures to operate .

Employees are performing routine tasks over and Employees are performing routine tasks over and over .over .

You want employees to understand that they have You want employees to understand that they have to maintain certain standards or procedures .to maintain certain standards or procedures .

You are conducting safety or security training .You are conducting safety or security training .

Employees are performing tasks that require Employees are performing tasks that require handling cash .handling cash .

Do not useDo not use Bureaucratic Bureaucratic Leadership Style when:Leadership Style when:

This style results in work habits that are hard to This style results in work habits that are hard to break, especially when they are no longer useful break, especially when they are no longer useful

Employees lose interest in their jobs and in their Employees lose interest in their jobs and in their fellow workers .fellow workers .

The supervisor becomes less a leader and more a The supervisor becomes less a leader and more a police officer .police officer .

Workers will do only what is expected of them and Workers will do only what is expected of them and no more .no more .

3 - Laissez-Faire Leadership Style 3 - Laissez-Faire Leadership Style (Hands off )(Hands off )

Laissez-fairLaissez-fair leadership Style : leadership Style :

IIs a leadership style in which a supervisor provides s a leadership style in which a supervisor provides little or no directions and gives employees as much little or no directions and gives employees as much freedom as possible freedom as possible . .

Tips for knowing when to use Tips for knowing when to use Laissez-Fair Leadership Style ….Laissez-Fair Leadership Style ….

Use LUse Laissez-Fair Leadership Style aissez-Fair Leadership Style

When :When : You have employees who are highly skilled, You have employees who are highly skilled,

Your employees have pride in their work and Your employees have pride in their work and the drive to do it successfully on their own .the drive to do it successfully on their own .

You are using outside experts, such as staff You are using outside experts, such as staff specialists or consultants .specialists or consultants .

You can count on your employees because You can count on your employees because they are trust worthy and experienced .they are trust worthy and experienced .

Do not use Do not use Laissez-Fair Leadership Style Laissez-Fair Leadership Style

When :When : You might make your employees feel insecure You might make your employees feel insecure

because you are not available . because you are not available .

You cannot provide regular feedback to You cannot provide regular feedback to employees to let them know how well they are employees to let them know how well they are doing their jobs .doing their jobs .

You are unable to thank your employees for You are unable to thank your employees for their good work .their good work .

You don’t understand your responsibilities and You don’t understand your responsibilities and hope your employees can cover for you .hope your employees can cover for you .

4 – Democratic Leadership Style …. 4 – Democratic Leadership Style …. (Lets Vote on It )(Lets Vote on It )

Democratic leadership StyleDemocratic leadership Style : :

IIs a leadership style in which a supervisor s a leadership style in which a supervisor encourages participation and teamwork from all of encourages participation and teamwork from all of his or her employees . his or her employees .

Tips for knowing when to use Tips for knowing when to use Democratic Leadership StyleDemocratic Leadership Style

Use Use Democratic Leadership Style when :Democratic Leadership Style when : You want to keep employees informed about You want to keep employees informed about

matters that affect them .matters that affect them .

You want employees to share in decision-making You want employees to share in decision-making and problem-solving duties .and problem-solving duties .

You want to provide chances for employees to You want to provide chances for employees to develop a high sense of personal growth and job develop a high sense of personal growth and job satisfaction.satisfaction.

General Leadership CycleGeneral Leadership Cycle

Common to all leadership styles is a process Varies according to style, each has consistent process

PLANPLAN

DELEGATEDELEGATE

FOLLOW UPFOLLOW UP

RECOGNIZERECOGNIZE

You have a large or complicated problem that You have a large or complicated problem that requires lots of inputs to solve . requires lots of inputs to solve .

You have highly skilled, experienced employees .You have highly skilled, experienced employees .

Changes must be made or problems must be solved Changes must be made or problems must be solved that affect employees or group of employees .that affect employees or group of employees .

You want to encourage team building and You want to encourage team building and

Participation .Participation .

Don not use Democratic Leadership Style Don not use Democratic Leadership Style

When :When :

There is not enough time to get everyone's input There is not enough time to get everyone's input

It’s easier and more cost-effective for you to make It’s easier and more cost-effective for you to make the decision .the decision .

You can’t afford mistakes .You can’t afford mistakes .

You feel threatened by this type of leadership .You feel threatened by this type of leadership .

Employees’ safety is in a critical concern .Employees’ safety is in a critical concern .

It stands to reason, if they’re happy they’ll work harderand the work will takecare of itself.

We’re in this together.We need to support & help each other to get this jobdone.

I’ll just let them get on with it,I’m sure they’ll do fine, theydon’t really want meinterfering anyway.

We’re here to work, the work needs to be done. If they’reworking hard enough, theywon’t have time to feel unhappy. They're not hereto enjoy themselves.

Leadership AttitudesLeadership Attitudes

One way of looking at different leadership styles is in terms of task orientation versus employee orientation.

واحدي الطرق للنظر لمنماط القيادة المختلفة من حيث التوجةللمهمة مقابل التوجة للموظف.

Task Orientation Task Orientation or or

Directive BehaviorDirective Behavior

Task Orientation or Directive Behavior. This reflects how much a leader is concerned with the actual task at hand and ensuring that those following him complete it.

اتجاه المهمة أو توجيه السلوك. وهذا يعكس كم القائد يهتم بالعملالفعلي ، وضمان أن تلك المهمة امنجزت.

Employee Orientation Employee Orientation or or

Supportive BehaviorSupportive Behavior..

Employee Orientation or Supportive Behavior. This reflects how much a leader is concerned for the people around him, providing support and encouragement for them.

اتجاه الموظف أو السلوك الداعمة. وهذا يعكس كم القائد يشعر بالقلق للناس حوله، وتوفير الدعم والتشجيع لهم

Leadership ApproachesLeadership Approaches

Leadership ApproachesLeadership Approaches

Task OrientedTask Oriented

(More Directive)

Employee OrientedEmployee Oriented

(More Supportive)

The Model’s Different StylesThe Model’s Different Styles

Directing (S 1).

Coaching (S 2).

Supporting (S 3).

Delegating (S 4).

.التوجية

.القيادة

.الدعم

.التفويض

Where the individual / group is at a low development level and has commitment but lacks competence in the specific

task, the leader must provide high directions out doesn’t need to worry so much about boosting motivation. The leader must give specific instructions (e.g. set goals or objectives,

organize resources, set t ime scales).

And closely supervise the

individualgroup as they accomplish the

task.

او المجموعة حيثمستوي في الشخص

وعليه متدني تنميةولكن لتزامات ا

في الكفاءة ينقصهليه، ا الموكلة المهمة

يمد ان القائد علي يجبمعه العاملين

وليس محددة بتوجيهاتيقلق ان عليه

رفع بخصوص كثيرا . الحماس وتعزيز

القائد يعطي وان لبدمحددة تعليمات

)، الهداف تحديد مثل ، المصادر تنظيم

. الزمني لتوازن ا تحديد

1.1. Directing (S 1)Directing (S 1)..

Where the individual / group lacks both direction and support. The leader explains decisions and solicits suggestions from the individual / group, but continues to direct task accomplishment.

او المجموعة ان حيثينقصه الشخص

. الثقة و الكفاءة من كلالقائد يحتاج

. والتوجية بالدعم يمده انويشرح

ويطلب القرارات القائدمن اقتراحات

ولكن الشخص او المجموعةمع

وقيادة توجية في استمرارهلنجاز

المهمة.

2.2. Coaching (S 2):Coaching (S 2):

Where the individual has competence, but variable commitment or

confidence, the leader must provide both direction and support.

The leader makes decisions

together with the individual /

group. (e.g. ask for suggest ion or

input on task accomplishment) and supports efforts towards

task accomplishment.

الفرد لدي يكون حيثولكن الكفاءة

، لثقة ا او اللتزامات تنوعوان لبد

من بكل القائد يزوده . الدعم و لتوجية االفرد و القائد يتخذ

معا القراراتاقتراحات( يطلب مثال

اضافات او ( ويدعم المهمة لنجازتحقيق تجاه الجهود

المهمة.

3.3. Supporting (S 3)Supporting (S 3)

4.4. Delegating (S 4)Delegating (S 4)::Where the individual /

group

has both competence and

commitment or confidence, the

leader turns over decis ions and

responsibil i ty for implementation

to the individual / group.

او الفرد ان حيثلديه المجموعةواللتزام الكفاءة

يجب. لذلك لثقة اواالقائد يحول ان

و القراراتالمسئولية

او للفرد كوسيلةالمجموعة.

Four Major Leadership FactorsFour Major Leadership FactorsFollower - Different people

require different styles

Communication – Two-way, you must set the example

Situation -all are different, use judgment to determine

best course of action

Leader – Know yourself as a

leader, people will decide on their own whether to

follow you

Steps to Become a Situational LeaderSteps to Become a Situational Leader

1 - Determine What responsibil i ty

or task you want to focus on

with this person or group.

Ask: What responsibil i ty or task

do I want to influence?

هي- 1 ما حددأو المسئولية

ان تريد التي المهمةمع عليها تركز

أو الشخص هذاالمجموعة.

-:اسالأو المسئولية هي ما

التي المهمةعليها؟ اريد اركز ان

2 - Specify clearly the level of performance that you want this person to accomplish in this responsibil i ty or task.

Ask:

What consti tutes good performance in relation to this responsibil i ty or task?

مستوي - 2 بدقة حددتريد التي الداء

يكون ان الفرد هذا منهذة في عليه

. المهمة او المسئولية-:اسال

الجيد الداء هو مابالمسئولية وعلقته

والمهمة؟



3 - Determine the development level of the person on that task.

Ask:

Does the individual have the

necessary knowledge and skil ls

(Competence) along with the

confidence and motivation

(commitment) to perform at the

desired level?

السلوب. 3 في فكرتنمية ل المناسب

في الفرد مستوي ورفع. المهمة هذة

:اسالالمستوي سيوفر ماذا

وكمية المناسبلهذا والدعم لتوجيهات ا

الشخص هذة في له اللزمة

المهمة؟


4. Consider the appropriate style for development level of the person.

Ask:- What would provide the right level and amount of direction and support to individual for this task.

. التوصية باللسلوب الثمثل لرفع 4 ثمستوي وتنمية الفرد.

-:السالثماذا لسوف يساهم في تقديم

المستوي الصحيح وكمية الدعم اللمزم للشخص لداء تلك .المهمة


5. Start with the appropriate style and adjust as individual develops.

Ask: When is it necessary reduce the amount of direction and support to the individual

ابدا بالسلوب ثمنالسب وعدل كلما .5

تقدم الشخص.

-:السال

ثمتي يكون ضروريا ان اقلل

كمية الدعم و التوجية لهذا

الشخص؟.

Leadership QuestionnaireLeadership Questionnaire

The Most Important WordsThe Most Important Words The six most important words:

"I admit I made a mistake." The five most important words:

"You did a good job." The four most important words:

"What is your opinion." The three most important words:

"If you please." The two most important words:

"Thank you," The one most important word:

"We" The least most important word:

"I"- Author unknown

““Successful Leaders FeaturesSuccessful Leaders Features”””لسمات القادة الناجحين“”لسمات القادة الناجحين“

““Successful Leaders FeaturesSuccessful Leaders Features”” Be Fair.

Respect Others.

Be organized.

Reliability.

Care about Work.

Do Your Best Effort.

Don’t Be Emotional.

.كن عادل

.احترم الرخرين

.كن ثمنظم

.يمكن العتماد عليه

.الهتمام بالعمل

.بذل اقصي ثمجهود

.ل تكن عاطفيا

““Successful Leaders FeaturesSuccessful Leaders Features”” Be Sure Of Your Information

Be Diplomatic

Approachable

Use Body Language Positively

Use Tone Of Voice Positively Don’t Criticize Others

Choose The Right Time To Talk To Your Manager.

.تاكد ثمن دقة ثمعلوثماتك

.كن دبلوثمالسيا

.يمكن اللجوء اليه

الستخدم لغة الجسد بفاعلية.

.الستخدم نبرة الصوت بفاعلية

.ل تنتقد الرخرين

.ارختر الوقت المنالسب للتحدث ثمع رئيسك

Don’t Ask Him So Much.

Be Direct When You Ask For Something.

Aware Of The Staff Needs & Their Differences.

Explain Your Work Style & Why it’s Successful.

.ل تطلب ثمن ثمديرك الكثير

.كن ثمباشرا عند طلب اي شيء

ثمعرفة احتياجات العاثملين و فروقهمالفردية.

اشرح طريقة عملك ولماذا هي ناجحة.

““Successful Leaders FeaturesSuccessful Leaders Features””

““Leadership TipsLeadership Tips””

دايقلل تاداشرا"ارشادات للقيادةدايقلل تاداشرا"دايقلل تاداشرا"ارشادات للقيادةدايقلل تاداشرا"

Leadership TipsLeadership Tips Treat every employee

the way you would like to be treated.

Show honest interested for others.

Every collaborator is an individual and treated as individual.

Be a good example.

كما الموظفين عامل. تعامل ان تحب

حقيقي اهتمام اظهربالخرين.

شخصية هو زميل كل. كذلك يعامل و منفردة

به يحتذي جيدا مثل كن.( اعلي( مثال

Use your “POWER” economically.

Be consequent on principles.

Further Co-operation by building a climate of mental trust.

Ask yourself in case of failures or a mistake of any collaborates.

سلطاتك استخدمباقتصاد.

يتعلق فيم ثابت كن بالمباديء.

لثقة ا من جو خلقلزيادة سيؤدي

التعاون.

حالة في نفسك اسالخطا حدوث او الفشل

. العاملين احد من

Leadership TipsLeadership Tips

Say “WE” not “I or YOU”.

Know your staff needs & the individual personalities.

Keep decisions in a business level (Not Personal).

" لتقل " و نحن قل." انت" و نا ا

احتياجات اعرف

كذلك العاملين. الشخصية ياجاتهم احت

لصالح قرارتك اتخذلهوائك ليس و العمل

الشخصية

Leadership TipsLeadership Tips

Your Whole AppearanceYour Whole Appearanceثمظهرك العامثمظهرك العام

1. The way that you look.

2. The clothes you wear.

3. Affect the way you feel about yourself and the way other react towards you.

4. The way you think (Ethics – Favours).

1.. بها تبدو التي الطريقة

2.. ترتديها التي الملبس

التي .3 الطريقة في توثروفي بنفسك بها تشعر

الخرين افعال ردودتجاهك.

بها .4 تفكر التي .الطريقةالخلقيات ( –

المجاملت).

Your Whole AppearanceYour Whole Appearanceثمظهرك العامثمظهرك العام

5. The way you (Speak & Tone Of Voice).

6. Your Body Language.

Your whole attitude &

behavior shows whether you

are a professional.

تتحدث .5 التي الطريقة.( الصوت ( درجة بها

6.. جسدك لغة

تظهر سلوكياتك و اتجاهكمدي احترافك.

Leadership SkillsLeadership Skillsمهارات القيادةمهارات القيادة


If i t is not clear already,

leadership is without doubt

mostly about behavior,

especially towards the others.

People str ive for these things

generally come to be

regarded and respected as a

leader by their people.

واضحة ليست انها لوفان ؛ بالفعل

تتعلق شك بل القيادةبالسلوك

تجاه وخصوصاما. دائما و الخرينالى باحترام ينظر

الذين هؤلءاجل من يجاهدون

الشياء هذه مثلمن قادة انهم على

: اناسهم جانب


Integrity The most important requirement; without i t every thing else is nothing.

Being very grown-up -never gett ing emotionally negative with people – no shouting or ranting, even if you feel upset or angry.

Leading by example – always be seen to be working harder and more determinedly than anyone else.

و عامل اهم هي المانةاخر شىء كل بدونها

هباء.

- لتكن ناضجا لكونكلناحية ا من سلبي

- ل الناس مع العاطفيةلو حتى لتوبيخ و صياح

او بالغضب تشعر انكالحباط .

– دائما بالقدوة القيادةتعمل يروك الخرين دع

من اكثر اجتهاد و بجد. اخر فرد اى

Help along side your people when they need it .

Fairness – treating everyone equally and on merit .

Be firm and clear in dealing with bad or unethical behavior.

من دائما ساعد. المساعدة الى يحتاج

– الكل معاملة العدلما على و بالمثل

يستحقونه.

حازما و واضحا كنمع لتعامل ا فى

ل او سىء سلوك اخلقى.



Listen to and really understanding people, and show them that you understand (this doesn’t mean you have to agree with everyone – understanding is different to agreeing.)

Always take responsibil i ty and blame for your people’s mistakes.

و الناس وافهم انصتانك لهم اظهر

) . انه ذلك يعنى ل تفهمكل مع تتفق ان و لبد

الفهم – ان شخصعن مختلف شىء

الموافقة.)

المسئولية تحمل دائمااخطاء على وعقب

الخرين


Always give your people the credit for your success.

Never self promoting.

Back-up and supporting your people.

Be decisive but be seen to be making fair and balanced decisions.

نجاحك رد دائما لفريقك.

شىء كل تعزو ل لنفسك.

. فريقك عضد و ادعم

ولكن حاسما كنتتخذ انك يروا دعهم

. ومتزنة عادلة قرارات


Ask for people’s views, but remain neutral and objective.

Be honest but sensit ive in the way that you give bad news or cr it icism.

Always do what you say you wil l do – keeping your promises.

نظر وجهات اطلبمحايدا كن لكن و الناس

. ا موضوعي و

حساسا لكن و نا امي كنتنتقد التى الطريقة فى

نباء ا بها تبلغ او بهاسيئة.

انك تقول ما دائما افعلاوف- دائما ستفعله

بوعدك.


Work hard to become expert at what you do technically .

Encourage your people to grow.

Always accentuate the posit ive (say “do it l ike this) .

تكون كى بجد اعملمن تعمل فيما خبيرافي , و الفنية لناحية ا

الفريق قدرات فهموكذلك الفنية

تحدياتهم. على فريقك شجع

. لتعلم ا وعلى لنمو ا على شدد دائما

افعل. ( قل اليجابيةول , النحو هذا على

هذا على لتفعل تقلالنحو)


Smile and encouraging others to be happy and enjoy themselves.

Relax – break down to barriers and the leadership owe- and giving your people and your self t ime to get to know each other.

Take notes and keeping good records.

Planning and priorit izing.

شجع و أبتسم دائماان على الخرينسعداء , يكونوا. انفسهم ويمتعوا

رهبة و الحواجز أكسرفريقك اعط و القيادة

الوقت نفسك وبعضكم لتعرفوا

البعض.

و ملحظاتك دون. جيد بسجل احتفظ

حدد و خططالولويات.


Manage your t ime well and helping others to do so too.

Involve your people in your thinking and especially in managing change.

Read good books , and take advice from good people

و جيدا وقتك فى تحكمعلى الخرين ساعد

ذلك.

تفكر فيم الخرين اشركحالة فى خصوصا و

. السياسات ير تغي

اطلب و جيدة كتبا اقرااناس من النصيحة

جيدون.


Jack Welch, respectedbusiness leader and writer is quoted as proposing these fundamental leadership principles.1. There is only one way –

the straight way. It sets the tone of the organizat ion.

2. Be open to the best of what every one, everywhere, has to offer, transfer learning across your organizat ion.

قائد ويلش جاككاتب و تجارى

طرحه عند اقتبس قديرالمبادىء هذه. للقيادة الساسية

واحدة – .1 طريق هناكالطريق هى

يحدد. انه المستقيم. النظام ايقاع

ما .2 افضل تقبلشخص كل يعرضه

. انقل و مكان اى فى. منظمتك الى العلم


3. Get the right people in the right jobs – It is more important than developing a strategy.

4. An informal atmosphere is a competit ive advantage.

5. Make sure every body counts and everybody knows they count.

المناسب .3 الرجل ضع - المناسبة الوظيفة فى

من اهمية اكثر انه. تيجية استرا تطوير

رسمى .4 غير مناخا ان. للتحدى ميزة لهو

يكون .5 ان على احرصوان مؤثرا فرد كل. مؤثر انه يعلم الكل


6. Legitimate self –confidence is a winner – the best true test of self – confidence is the courage to be open.

7. Business has to be fun – celebrations energies and organizat ion.

8. Never underest imate the other guy.

بالنفس .6 الثقة اجعلان – الفوز عامل هى

لثقة ل الحقيقى بار الختالشجاعة هو بالنفس

منفتح تكون ان فى العقل.

العمل .7 يكون ان لبدتزود- الحتفالت ممتعا

بالطاقة . المنشاة

شان .8 من ابدا تقلل ل الخرين.


9. Understand where real value is added and put your best people there.

10. Know when to meddle and when to let go- this is pure inst inct.

تضاف .9 اين اعرفضع و الحقيقية القيمة

. هناك اناسك

و .10 تتدخل متي اعرف - انها بعيدا تظل متي

. محضة غريزة

As a leader, your main priority is to get

to the Job done Whatever the job is.

Leaders make things happen by:-

Knowing your objectives and having a plan how to achieve them.

Building a team committed to achieve the objects.

Helping each team member to give their best efforts . As a leader you must know yourself .know your own strengths and weaknesses, so that you can build the best team around you.

ان كقائد اولوياتك اهم انالعمل تنجز

. العمل كان القادة اياالعمال ينجزون

-: طريق عن وضع و الهداف معرفة

. تحقيقها لكيفية خطة بتحقيق ملزم فريق بناء

. الهداف هذه فى عضو كل مساعدة

ما اقصى لبذل الفريقو. لبد كقائد وانك لديه

وان . نفسك تعرف انو قوتك مكامن تعرف

, حتى ضعفك نقاطافضل تبنى ان تستطيع

فريق .


Golden Words Golden Words About LeadershipAbout Leadership

Golden Words About LeadershipGolden Words About Leadership

“People ask the difference between the leader and the boss…. The leader works in the open and the boss in the covert . The leader leads and the boss drive.”

(Theodore Roosevelt) .

“No man is f i t to command another that ca not command himself.” (Will iam Penn).

عن الناس يتسائلالقائد بين و الفرق

يعمل ......... الرئيسبينما العلن فى القائد

فى الرئيس يعمليقود الخفاء. القائد و

. يدفع الرئيس بينماتيودور(

روزفلت).

ل من الناس ليقود . نفسه قيادة يستطيع

وليام(

.بن)


“I not only use all the brains I have, but all I can borrow.

(Woodrow Wilson).

“A dream is just a dream. A goal is a dream with a plan and a deadline.

(Harvey Mackay) .

انى ل استخدم كل المتاح لى منعقل ؛ ولكن ايضا كل ما استطيع

استعارته.

(وودرو ويلسون)

ان الحلم ليس سوى حلم ؛ ولكن الهدف حلم له خطة و وقت محدد.

(هارفى مكاى).

Golden Words About LeadershipGolden Words About Leadership “ I keep six honest serving

– men , They taught me all I know , Their names are What and Why and When , and How and Where and who.”

(Rudyard Kipling) .

“The most important thing in l ife is not to capitalize on your success – any fool can do that. The really important thing is to profit from your mistakes.”

(William Bolitho) .

انى افى و ابقى على ستة رجالخدمونى باخل؛ص؛ وادين لهم بكل

ما اعرفه. وهم ماذا ولماذا و متى و كيف و اين و من.

(روديارد كيبلينج).

ان اهم شىء فى الحياة هو التغتنى من نجاحك . ان اى احمق

يستطيع فعل ذلك.ولكن الشىء المهم حقيقة هو ان تستفيد من

اخطائك. (ويليام بوليتو).

Golden Words About LeadershipGolden Words About Leadership “Every body can get

angry – that is easy .But gett ing angry at the right person , with the right intensity, at the right time , for the right reason and in the right way – that is hard”

(Aristotle) . “Management means

helping people to get the best out of themselves, not organizing things.”

(Lauren Appley) .

– يستطيع اى شخص ان يغضبذلك يسير جدا.و لكن الغضب من الشخص الصحيح بحدة ملئمة و

فى الوقت المناسب و لسبب مناسب و بطريقة ملئمة لهو

العمل الصعب.( ارسطو).

تعنى الدارة مساعدة الفراد علىاستخل؛ص افضل ما فى داخلهم و

ليس تنظيم المور.(لورين ابلى).


“Behind an able man there is always another able man.”

(Chinese Proverb).

“I praise loudly. I blame soft ly.”

(Catherine the great. ) .

.دائما وراء كل مبدع مبدع اخر

(حكمة صينية).

. انى امدح بصوت عال و لكنى

الوم هامسة.

(كاثرين الولى).

““The Power Resources and Leadership InfluenceThe Power Resources and Leadership Influence””

دايقلا ذوفنلاو ةوقلا رداصم"مصادر القوة والنفوذ القياديدايقلا ذوفنلاو ةوقلا رداصم"دايقلا ذوفنلاو ةوقلا رداصم"مصادر القوة والنفوذ القياديدايقلا ذوفنلاو ةوقلا رداصم" Reward Power: -

The leader uses rewards.

Coercirce Power: -The Leader uses punishment.

Legitimate Power: -which related to official power in the organizat ion?

:قوة الحوافز القائد يستخدم الحوافز.

: قوة العقاب القائد يستخدم أساليب العقاب المختلفة.

:قوة الشرعية وهي تستند الي السلطة الرسمية في

التنظيم الرسمي للمنظمة.

““The Power Resources and Leadership InfluenceThe Power Resources and Leadership Influence””دايقلا ذوفنلاو ةوقلا رداصم"مصادر القوة والنفوذ القياديدايقلا ذوفنلاو ةوقلا رداصم"دايقلا ذوفنلاو ةوقلا رداصم"مصادر القوة والنفوذ القياديدايقلا ذوفنلاو ةوقلا رداصم"

Referent Power: -

based on the attract ion of the leader and that his employees admired him.

Expert Power:-

based on the knowledge and experience of the leader in his f ield.

: قوة العجاب-

ترتكز علي جاذبية القائد واعجاب المرووسين به.

:قوة الخبرة-

وهي تتأسس علي علم وخبرة القائد في مجال عمله.

Leadership skills prepared by : Ashraf Samaan

Recruiting & HR

Transcript of Leadership skills prepared by : Ashraf Samaan