Concepts of Leadership

Good loss geniusers atomic number 18 make non born. If you affirm the commit and leave behind military group, you phasele be replication after an hard-hitting attraction. Good leaders develop by a never turn backing bear upon of self-study, education, training, and experience (Jago, 1982). This guide leave alone attend you through that deal. To inspire your workers into higher levels of team up upwork, there ar certain things you moldinessiness be, whap, and, do. These do not come natur every(prenominal)y, but argon acquired through continual work and study. Good leaders be continu bothy on the job(p) and studying to meliorate their leading skills they atomic number 18 NOT resting on their laurels.Definitions of lead leadership is a action by which a mortal influences early(a)s to accomplish an objective and directs the musical arrangement in a right smart that makes it much cohesive and coherent. Another popular definition of lead is a form whereby an individual influences a group of individuals to reach a common culture (Northouses (2007, p3). The U. S. military has studied leaders in depth. One of their definitions is a process by which a soldier influences others to accomplish a commissioning (U. S. forces, 1983).Note that all(a) three definitions have one process in common a person influences others to get something accomplished Leaders carry out this process by applying their lead roll in the hayledge and skills. This is called Process Leadership (Jago, 1982). However, we know that we have traits that lay somewhat influence our actions. This is called Trait Leadership (Jago, 1982), in that it was once common to cogitate that leaders were born instead than made.These two lead symbols argon shown in the chart be down(p) (Northouse, 2007, p5) Factors of Leadership There ar four primary factors of leaders (U.S. Army, 1983) Leader You must have an honest apprehension of who you are, what you know, and what you can do. overly, note that it is the pursual, not the leader or individual else who determines if the leader is successful. If they do not devote or lack confidence in their leader, then they get out be uninspired. To be successful you have to convince your fol demoralizes, not yourself or your superiors, that you are cum laude of organism followed. Followers Different race require different ardours of lead. For example, a new hire requires more supervision than an experienced employee does.A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your commonwealth The fundamental graduationing point is having a safe conceiveing of human nature, such as enquires, emotions, and motivation. You must come to know your employees be, know, and do attributes. Communication You lead through two-way communication. Much of it is nonverbal. For instance, when you set the example, that communicates to your comm unity that you would not ask them to work out everything that you would not be pass oning to do.What and how you communicate both builds or harms the relationship between you and your employees. Situation All situations are different. What you do in one situation entrust not ever so work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate deportment, but if the confrontation is too late or too early, too cutting or too weak, then the results may prove in legal. Bass Theory of LeadershipBass guess of leadership states that there are three basic ways to explain how people stick leaders (Stogdill, 1989 Bass, 1990). The first two explain the leadership development for a small number of people, enchantment the third one is the dominant theory today. These theories are Some personality traits may lead people naturally into leadership em ployments. This is the Trait Theory. A crisis or serious event may urinate a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory. tribe can choose to become leaders. pot can fill leadership skills. This is the Transformational or Process Leadership Theory. It is the close to widely accepted theory today and the premise on which this leadership guide is found. coun carry oning versus Leadership While management and leadership have a great deal in common, such as working with people and accomplishing the goals of the organization, they do differ in their primary functions (Kotter, 1990) Managements main function is to produce gild and consistency through processes, such as planning, budgeting, organizing, staffing, and problem solving.While leaderships main function is to produce movement and reconstructive or adaptive shift through processes, such as seting direction through visioning, a ligning people, motivating, and inspiring. Boss or Leader? Although your position as a passenger car, supervisor, lead, etcetera channels you the authority to accomplish certain tasks and objectives in the organization (called Assigned Leadership), this power does not make you a leader, it simply makes you aboss. Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), quite than simply ordering people around (Rowe, 2007).Thus you get Assigned Leadership by your position and you intro Emergent Leadership by influencing people to do great things. Total Leadership What makes a person want to follow a leader? People want to be guided by leaders they respect and who have a clear sand of direction. To gain respect, they must be estimable. A sensory faculty of direction is achieved by imparting a satisfying vision of the prospective. When people are deciding if they respect you as a leader, they do not see astir(predicate) you r attributes, rather, they observe what you do so that they can know who you trustworthyly are.They use this observation to tell if you are an honorable and trusted leader or a self-serving person who misuses authority to olfactory perception good and get promoted. On the other hand, self-serving leaders are not as effective be bring forth their employees just obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. The Two nigh Important Keys to impelling Leadership According to a study by the Hay Group, a global management consultancy, there are 75 get word components of employee satisfaction (Lamb, McKee, 2004).They arrange that Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the light upon to winning organizational trust and confidence 1. luck employe es understand the companys overall backing strategy. 2. Helping employees understand how they conduct to achieving key business objectives. 3. Sharing information with employees on both how the company is doing and how an employees own division is doing. Principles of LeadershipTo jockstrap you be, know, and do, follow these eleven principles of leadership (U. S. Army, 1983). The rest of the chapters in this Leadership guide expand on these principles and digest pawns for implementing them 1. get it on yourself and seek self-improvement In order to know yourself, you have to understand your be, know, and do, attributes. 2. Be adeptly proficient As a leader, you must know your job and have a solid familiarity with your employees tasks. 3. Seek responsibleness and take responsibility for your actions Search for ways to guide your organization to new heights.And when things go wrong, as they ofttimes tend to do sooner or later do not blame others. 4. Make sound and epochly finishs Use good problem solving, ending making, and planning tools. 5. determined the example Be a good role sham for your employees. They must not only hear what they are expected to do, but also see. 6. Know your people and serve out for their well-being Know human nature and the importance of sincerely caring for your workers. 7. Keep your workers informed Know how to communicate with not only them, but also seniors and other key people. 8. build up a intelligence of responsibility in your workers Help to develop good character traits that will help them carry out their professional responsibilities. 9. Ensure that tasks are tacit, supervised, and accomplished Communication is the key to this responsibility. 10. Train as a team Although many so called leaders call their organization, department, section, etc. a team they are not really teams they are meet a group of people doing their jobs. 11. Use the plentiful capabilities of your organization By developing a team mettle, you will be able to employ your organization, department, section, etc.to its fullest capabilities. Environment E genuinely organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities. This is brought almost by its heritage of other(prenominal) leaders and its present leaders. Goals, Values, and Concepts Leaders exert influence on the environment via three types of actions 1. The goals and accomplishance beats they establish. 2. The determine they establish for the organization. 3. The business and people concepts they establish.Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability. Values reflect the concern the organization has for its employees, customers, investors, vendors, and meet community. These values define the mann er in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business.These goals, values, and concepts make up the organizations personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Roles and Relationships Roles are the positions that are defined by a set of expectations intimately behavior of any job incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a healthy effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge.Relationships are determined by a roles tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is re quired to interact with, how practically, and towards what end. Normally the greater the interaction, the greater the liking. This in charm leads to more frequent interactions. In human behavior, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a decently reward.Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new task and behaviors are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role-holder. Culture and Climate There are two distinct forces that dictate how to act indoors an organization socialisation and climate. Each organization has its own distinctive culture. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size (Newstrom, Davis, 1993).This results in rites the routine s, rituals, and the way we do things. These rites impact individual behavior on what it takes to be in good standing (the norm) and directs the appropriate behavior for each circumstance. The climate is the live of the organization, the individual and shared perceptions and attitudes of the organizations members (Ivancevich, Konopaske, Matteson, 2007). While the culture is the profoundly rooted nature of the organization that is a result of long-held formal and informal systems, rules, traditions, and customs climate is a short-term phenomenon fashiond by the current leadership.Climate represents the beliefs about the feel of the organization by its members. This individual perception of the feel of the organization comes from what the people believe about the activities that occur in the organization. These activities influence both individual and team motivation and satisfaction, such as How well does the leader clarify the priorities and goals of the organization? What is exp ected of us? What is the system of recognition, rewards, and punishments in the organization? How competent are the leaders? Are leaders free to make decisions? What will happen if I make a mistake?Organizational climate is directly related to the leadership and management style of the leader, based on the values, attributes, skills, and actions, as well as the priorities of the leader. Compare this to ethical climate the feel of the organization about the activities that have ethical content or those aspects of the work environment that constitute ethical behavior. The ethical climate is the feel about whether we do things right or the feel of whether we tolerate the way we ought to behave. The behavior (character) of the leader is the most important factor that influences the climate.On the other hand, culture is a long-term, complex phenomenon. Culture represents the shared expectations and self-image of the organization. The mature values that form tradition or the way we do things here. Things are done differently in every organization. The collective vision and common folklore that define the institution are a reflection of culture. Individual leaders cannot easily create or change culture because culture is a part of the organization. Culture influences the characteristics of the climate by its effect on the actions and thought processes of the leader.But, everything you do as a leader will affect the climate of the organization. For information on culture, see Long-Term short-term Orientation The Process of Great Leadership The road to great leadership (Kouzes& Posner, 1987) that is common to successful leaders Challenge the process First, find a process that you believe needs to be improved the most. Inspire a shared vision Next, 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 te lls 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. Leadership, Management, restrain, & Control While there are plenty of discussions about leadership verses management and the need for command and throw nowadays, they are important concepts that every leader must be aware of to successfully guide their organization. In fact, they are the four pillars of every organization as they directly drive the organization. Used properly, the business will grow used improperly, the business will sink.This intermix gives the organization the ability to revolve about on opportunities and deal with threats Leadership drives the interpersonal aspects of the organization, such as moral and team spirit. Management deals with the conceptual issues of the organization, such as planning and organizing. Command guides the organization with well thought-out visions that makes it effective. Control provides structure to the organization in order to make it more efficient. Command and Control While most people think of command as simply telling others what to do, it goes furthermost beyond that.Command is the imparting of a vision to the organization in order to achieve an end-goal. It does this by formulating a well-thought out vision and then clearly communicating it. Command emphasizes success and reward. That is, the organization has to be successful to survive and in turn reward its members (both intrinsically and extrinsically). Visions do not have to come from the top, but rather anywhere within the organization. Informal leaders are often good sources of visions however, if the vision requires resources, then they usually need the support of a formal leader.In contrast, Control is the process used to establish and provide structure in order to deal with uncertainties. Visions normally produce change, which in turn produce tension. These uncertainties cause ten sions that leaders must deal with so they do not impede the organization. This is distant different from most peoples conception in which they think of control as controlling others. Inherent in evaluation is efficiencythe act of examining the new tool often leads to processes that make it more efficient. This can be good because it can save money and often improve a tool or process.The jeopardy of this is if the command process is weak and the control process is strong then it can make efficiency the end-goal. That is, it replaces effectiveness with efficiency. Leadership and Management Managements primary concentrate is on the conceptual side of the business, such as planning, organizing, and budgeting. It does the leg work to make visions reality. Do NOT equate the term management with controlling people. Management is more about ensuring that the organizations resources are shared wisely, rather than trying to control people.In fact, good managers know that trying to contro l others is extremely difficult if not impossible. Management helps to acquire, integrate, and allocate resources in order to accomplish goals and task. In contrast, Leadership deals with the interpersonal relations such as being a appriseer and coach, instilling organizational spirit to win, and serving the organization and workers. For more information read the rest of this guide on Leadership. The Synergy of the Four Pillars While all four processes have their place, they are not apply separately, but rather in concert. Using the example of implementing a newsocial media tool for increasing informal larn Command communicates the vision or goal to the best people who can implement it.Throughout the process, it adjusts to new knowledge and refines the vision. Management allocates the resources and helps to organize the activities that will make it a reality. This is normally a continuous process, rather than a single activity. Leadership helps to guide, coach, and motivate the p eople to do their best throughout the entire process. Control looks for opportunities to reduce risks, which in turn makes the process more efficient. Leadership ModelsLeadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself into a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken. Two models will be discussed, Managerial Grid and the Four material Approach. Leadership Behavior Two monolithic studies by universities found that two types of leader behaviors were important concepts in leadership skills. The first was at Ohio State University that identified these two behaviors (Stogdill, 1974) Consideration relationship behaviors, such as respect and trust.Initiating Structure task behaviors, such as organizing, scheduling, and seeing that work is completed. The second was at the University of Michigan that identified these two behaviors (Nort house, 2007) Employee Orientation approaching employees with a strong human relations druthers. Production Orientation stressing the technical and production aspect of the job. The rehunters from Michigan State thought of these two behaviors at opposite end of a single continuum. Thus, a leader could be strong with one of these two behaviors, but would be weaker in the opposite one.The Ohio State studies viewed these two behaviors as distinct and independent. That is, a leader could be high or low in one or both. For example, in the U. S. Army one of the most important rules is to take care of your soldiers and complete the mission (task) a leader should be good with both. Bad leaders can do neither or do one, but not the other. Managerial Grid Robert Blake and Jane Mouton (1985) pose the two behaviors on its own continuum and renamed them 1. Concern for people 2. Concern for task or results The notion that just two dimensions can describe a managerial behavior has the attracti on of simplicity.By asking a leader a series of questions would place her at a particular point on the two continuums, which in turn, would place the leader into one of four leadership types Authoritarian strong on tasks, weak on people skills hoidenish Club strong on people skills, weak on tasks Impoverished weak on tasks, weak on people skills Team Leader strong on tasks, strong on people skills The goal to good leadership is to score at least a 6 on both task and people, which would place the leader in the Team Leader grid. The four leadership types are discussed in more detail below. Authoritarian Leader (high task, low relationship)Leaders who get this rating are very lots task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Authoritarian leaders in the main dis chat up these characteristics they are very strong on schedules they expect people to do what they are told without question or debate when so mething goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it they are intolerant of what they see as dissent (it may just be someones creativity), thus it is difficult for their subordinates to contribute or develop.Team Leader (high task, high relationship) These leaders lead by positive example and endeavor to foster a team environment so that all team members can reach their highest potential, both as team members and as people. They encourage the team to reach goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams. Country Club Leader (low task, high relationship) These leaders predominantly use reward power to maintain discipline and to encourage the team to accomplish its goals.Conversely, they are virtually incapable of employing the more punitive coercive and legitimate powers. This inabi lity results from fear that using such powers could jeopardize relationships with the other team members. Impoverished Leader (low task, low relationship) These leaders use a delegate and disappear management style. Since they are not committed to either task accomplishment or maintenance they basically allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles within the group. Four Framework ApproachStructural Framework Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation. In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Human Resource Framework Human Resource Leaders believe in people and communicate that belief they are visible and accessible they empower, increase participation, support, share information, and move decision making down into the organization.In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. While in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Political Framework Political leaders clarify what they want and what they can get assess the distribution of power and interests, build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary. In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building.While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation. Symbolic Framework Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions, use symbols to capture attention, frame experience by providing plausible interpretations of experiences, discover and communicate a vision. In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors. Leading & LeadershipYour thinking skills can be considered directional skills because they set the direction for your organization. They provide vision, purpose, and goal definition. These are your eyes and ears to the future, allowing you to notice the need for change, when to make it, how to implement it, and how to manage it. You find a vision by reaching for any available reason to change, grow, and improve. Just as you perform preventive maintenance on your car, you must perform preventive maintenance on your organization. Do NOT believe in the old adage, If it aint broke, dont fix it, for the people who do, go brokeTreat every project as a change ef fort. Treat every job as a new learn experience. Goals Good organizations convey a strong vision of where they will be in the future. As a leader, you have to get your people to trust you and be sold on your vision. Using the leadership tools described in this guide and being honest and fair in all you do will provide you with the ammo you need to gain their trust. To sell them on your vision, you need to possess energy and display a positive attitude that is contagious. People want a strong vision of where they are going.No one wants to be stuck in a dead-end company going nowhereor a company headed in the wrong direction. They want to be involved with a winner And your people are the ones who will get you to that goal. You cannot do it alone When cathode-ray oscilloscope goals, keep these points in nous They should be realistic and attainable. They should improve the organization (morale, monetary, etc. ). As many people as possible should be involved in the goal-setting proces s (they will feel a sense of ownership that will drive them to achieve it).A process should be developed to achieve each goal. There are four characteristics of goal setting (U. S.Army Handbook, 1973) Goal Difficulty Increasing your employees goal difficulty increases their challenges and enhances the amount of effort expended to achieve them. The more difficult goals lead to increased performance if they seem feasible. If they seem too high, employees will give up when they fail to achieve them. Goal Specificity When given specific goals, employees tend to perform higher. Telling them to do their best or giving no guidance increases am volumeduity about what is expected. Employees need a set goal or model in order to display the correct behavior. Feedback Providing feedback enhances the effects of goal setting.Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal. Participation in Goal Setting Employees who par ticipate in the process, generally set higher goals than if the goals were set for them. It also affects their belief that the goals are obtainable and increases their motivation to achieve them. The six Steps of Goal Setting Although finding a vision can be quite a creative challenge, the process of getting that vision implemented can be fairly easy if you follow the six treads of Vision Goals Objectives Tasks Timelines Follow-up Step 1 VisionThe first step in setting goals and priorities is to personally develop what the organization should look like at some point in the future a vision. A junior leader, such as a supervisor or line manager, will mainly be concerned with a department, section, or small group of people. While senior leaders set the vision for the entire organization. However, both types of visions need to support the organizations goals. The mission of the organization is crucial in determining your vision. Your vision needs to coincide with the big pictu re. The term vision suggests a mental picture of what the future organization will look like.The concept also implies a later time horizon. This time horizon tends to be mid to long term in nature, focusing normally on 1/2 to 5 years in the future for visions affecting the entire organization. However, leaders such as supervisors or line managers tend to have shorter time horizon visions normally a few months to a year. Step 2 Goals The second step involves establishing goals, with the active participation of the team. Goals are also utter in unmeasurable terms, but they are more focused. For example, The organization must reduce transportation costs. This establishes the framework of the your vision.Step 3 Objectives Definable objectives provide a way of measuring the movement towards vision achievement. This is the real strategy of play visions into reality. It is the crossover mechanism between your forecast of the future and the envisioned, desired future. Objectives are st ated in precise, measurable terms such as By the end of the next quarter, the shipping department will use one parcel service for shipping items at or under 100 pounds and one labour carrier for shipping items over a 100 pounds. The aim is to get general ownership by the entire team. Step 4 TasksThe fourth step is to determine the tasks. Tasks are the bureau for accomplishing objectives. Tasks are concrete, measurable events that must occur. An example ability be, The transportation coordinator will obtain detailed shipping rates from at least 10 motor carriers. Step 5 Timelines This step establishes a priority for the tasks. Since time is precious and many tasks must be accomplished to begin with another can begin, establishing priorities helps your team to determine the order in which the tasks must be accomplished and by what date. For example, The shipping rates will be obtained by May 9. Step 6 Follow-upThe final step is to follow-up, measure, and check to see if the team is doing what is required. This kind of leader involvement validates that the stated priorities are worthy of action. For the leader it demonstrates her freight to see the matter through to a successful conclusion. Also, note that validating does not mean micro-managing. Micro-management places no trust in others, where as following-up determines if the things that need to get done are in fact getting done. Supervision for Leaders Supervision is keeping a grasp on the situation and ensuring that plans and policies are implemented properly (U. S.Army Handbook,1973). It includes giving instructions and inspecting the accomplishment of a task. There is a narrow call up of adequate supervision. On one side of the band is over-supervision (micro-management) and on the other side is under-supervision. Over-supervision stifles initiative, breeds resentment, and lowers morale and motivation. Under-supervision leads to miscommunication, lack of coordination, and the perception by subo rdinates that the leader does not care. However, all employees can benefit from appropriate supervision by seniors with more knowledge and experience who normally tend to see the situation more objectively.Evaluating is part of supervising. It is defined as judging the worth, quality, or significance of people, ideas, or things (U. S. Army Handbook,1973, p304). It includes looking at the ways people are accomplishing a task. It means getting feedback on how well something is being done and interpreting that feedback. People need feedback so that they can judge their performance. Without it, they will keep performing tasks wrong, or stop performing the steps that makes their work great. Inspiring Your Employees Getting people to accomplish something is much easier if they have the inspiration to do so.Inspire means to breathe disembodied spirit into. And in order to perform that, we have to have some life ourselves. Three main actions will aid you in accomplishing this 1. Be passio nate In organizations where the is a leader with great enthusiasm about a project, a trickle-down effect will occur. You must be committed to the work you are doing. 2. Get your employees involved in the decision making process People who are involved in the decision making process participate much more enthusiastically than those who just carry out a boss order. Help them contribute and tell them you value their opinions.Listen to them and incorporate their ideas when it makes sense to so. 3. Know what your organization is about The fundamental truth, as General Creighton W. Abrams used to say in the mid-1970s, is that the Army is not made up of people. The Army is people. Every decision we make is a people issue. Your organization is the alike(p). It may make a product or sell a service, but it is still people A leaders primary responsibility is to develop people and enable them to reach their full potential. Your people may come from diverse backgrounds, but they all have goal s they want to accomplish.Create a people environment where they truly can be all they can be. Training and instruct As a leader you must view learn from two different viewpoints 1) coaching to lead others and 2) being coached to achieve self-improvement. Training and coaching are two different things, although some people use them interchangeably. Training is a structured lesson designed to provide the employee with the knowledge and skills to perform a task. Coaching, on the other hand, is a process designed to help the employee gain greater competence and to overcome barriers so as to improve job performance.You might picture it as when you were in school. During physical education, the gym teacher (trainer) taught you how to play basketball. Next you went out for the school team. You had a basic intelligence of the game and its rules, but the coach personally taught you (coaching) the finer points of the game. Training and coaching go hand-in-hand. First you train people with lots of technical support, and then you coach them with motivational pointers. Both training and coaching help to create the conditions that cause someone to learn and develop.People learn by the examples of others, by forming a picture in their minds of what they are trying to learn, by gaining and understanding necessary information, by applying it to their job, and/or practice. Both coaching and training have a few points in common Evaluate to determine knowledge, skill, and confidence levels. mark objectives that can be measured periodically. It helps to break them down into step-by-step actions (action steps). Clarify direction, goals, and accountability. To foster accountability, involve the person or team in the decision making.Encourage partner coaching by reminding them that everyone has a stake in each others success. Coaching is more than telling people how to do something, it involves giving advice, skill-building, creating challenges, removing performance barriers, b uilding go against processes, learning through discovery (the aha method), etc. Deal with emotional obstacles by helping them through change, reviewing and pointing out ways that they hold themselves back, comforting them when they become hold overd, etc. Give feedback by pointing and hinting towards solutions try to stay away from critiquing errors. Lead by example demonstrate the desired behaviors.Learning The first condition of learning is that the person must be motivated to learn. You cannot teach knowledge or skills to people who are not motivated to learn. They must feel the need to learn what you are teaching. around employees are motivated to do a good job. They want to be able to perform their tasks correctly. Their motivation is being able to perform their job to standards in return for a paycheck, benefits, challenges, job satisfaction, etc. The next condition of learning is to involve them in the process. Keep their attention by actively involving their minds and emo tions in the learning process.Have them participate through active practice of the skill or through discussion. You cannot keep their attention with a long lecture. Normally, people pay attention for a short time less than 30 minutes. They need to use what is being taught or their minds will wander. If you lecture for an hour, very little will be remembered. Instead, give a brief lecture (less than 10 minutes), demonstrate, and then have them practice. Provide feedback throughout the practice session until they can do it on their own. If it is a large complicated task, then break it down into short learning steps. The Five Points of Leadership major powerAl Capone once said that You can get much farther with a kind word and a gun than you can with a kind word alone. However, while almost anyone can use power, it takes skill to use leadership. Leadership power is much more than the use of force. Leadership is influencing others to truly WANT to achieve a goal, while power forces o thers to achieve a goal. Power refers to a subject matter that a person has to influence the behavior of another so that he or she acts in accordance with the his or her wishes. This power is a capacity or potential as it implies a potential that need not be actualized to be effective.That is, a power may exist, but does not have to be used to be effective. For example, an officer in the Army has certain powers over enlisted personal, but that power does not have to used to be effective. The unblemished knowledge of an officers power by an enlisted person has some influence over him or her. Coercive Power Power that is based on fear. A person with coercive power can make things difficult for people. These are the people that you want to avoid getting angry. Employees working under a coercive manager are hostilely to be committed, and more likely to resist the manager.Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuable. open to give special benefits or rewards to people. You might find it advantageous to trade favors with him or her. Legitimate Power The power a person receives as a result of his or her position in the formal hierarchy of an organization. The person has the right, considering his or her position and your job responsibilities, to expect you to comply with legitimate requests. Expert Power Influence based on special skills or knowledge. This person earns respect by experience and knowledge.Expert power is the most strongly and consistently related to effective employee performance. Referent Power Influence based on possession by an individual or desirable resources or personal traits. This is often thought of as charisma, charm, or admiration. You like the person and enjoy doing things for him or her. Raven (1965) later came up with a sixth power, Informational Providing information to others that result in them thinking or taking acting in a new way. Knowing this points of power allow you to determine what you and others have available in order to achieve full negotiation skills. Leadership & DirectionThe PDCA (Plan, Do, Check, Act) Cycle was developed by Dr. Walter Shewhart as a plan of action for creating processes and products. It is a four-step method that uses not only direction and control to execute, but also provide an iterative process for continuous improvement It is often called the Shewhart Cycle or Deming wheel. While the four steps of the cycle look easy, it actually takes a lot of work by all team members to complete the cycle correctly. One of Shewharts students, W. Edwards Deming later used it extensively, thus the PDCA cycle is often known as the Deming Wheel (Smith, Hawkins, 2004).Deming used a modified versionPDSA (Plan, Do, Study, Act) as he believed study (analysis) provided a better description than check. A inhalation is just a dream. A goal is a dream with a plan and a deadline. And that goal will remain a dream unless you create and ex ecute a plan of action to accomplish it. Every goal that gets accomplished has a good plan behind of it. Harvey Mackay Plan Good plans start with a brainstorming session that includes all the people involved with the project. This allows everyone to be part of the solution, in addition to gathering the best ideas.Two key questions must be asked when planning (Army Handbook, 1973) What are all the ingredients necessary for its successful execution? What are all the possible forces or events that could hinder or destroy it? As much as possible, get all the answers to these questions. Listen carefully to the judgment of your team. Then plan the positive forces and events, and then take action to prevent any obstructions that might hinder the project. A detailed plan normally includes the who, what, when, where, how, and why Who does it involve and who will do what? What are we going to do? What will happen if we do not do it?When does it start and end? Where will it take place? How wi ll it take place? Why must we do it? Also, the plan must be organized. Organizing is the process of creating and maintaining the conditions for effectively executing plans. It involves systematically defining and arranging each task with respect to the achievement of the objective. It includes three major steps control all tasks Set up a structure to accomplish all tasks Allocate resources All essential information must be brought out. It is also important to consider timingwhen each task must be started and completed. A helpful approach is to use backward planning.Look at each goal and decide what must be done to reach it. In this way you plan from the moment of the project ending point and then work your way back to the present in order to determine what must be accomplished for each condition. Backward planning simply means looking at the big picture first, and then planning all tasks, conditions, and details in a logical sequence to make the big picture happen. Include all the details of support, time schedule, equipment, coordination, and required checks. Your team must try to think of every possible situation that will help or hinder the project.Once the process of mentally building the project has begun, the activities will come easily to mind. Now, organize all these details into categories, such as needs, supplies, support, equipment, coordination, major tasks, etc. List all the details under the categories. Create a to-do list for each category. This list will become the checklist to ensure everything is progressing as planned. Do Your team cannot do everything at once some tasks are more important than others while others have to be accomplished before another task can begin. Set priorities for each checkpoint and assign someone to perform each task on the list.Develop a system for checking each other and ensuring that each task is accomplished on time. Plan for obtaining all the required resources and allocate them out. Not having the required res ources can stop a project dead in its tracks. For this reason you must closely track and monitor costly or hard to get resources. Trial the plan through a prototype (experimental scale). This allows you to actually check the plan on a small scale. Check or Study Throughout the projects execution there are three things that you must be involved in standards, performance, and adjustments.The standard means, is this project being completed or accomplished as planned? Are all the check marks being completed as stated in the planning process? The standard, which is set, must mean the same to you and your people. Performance is measured by completing the tasks and objectives correctly. While the standard relates to the project, performance relates to the people working on the project. If performance does not meet standards, then adjustments can be made in two waysimprove the performance or lower the standards. Most of the time, improving the performance is the appropriate choice.However, a leader may wait a situation where the standard is unrealistic or costly, which means it may be lowered. This is usually caused by poor estimates or the inability to obtain the proper resources. Act Now you are ready to execute the plan. If your plans are solid, things will go smoothly. If your plans are faulty, then you might have a very long and hard project ahead of you Problem Solving There are seven basics steps to problem solving (Butler, Gillian, Hope, 1996) 1. Identify the problem You cannot solve something if you do not know what the problem is.Ensure you have identified the real problem, not an effect of another problem. One method is the five whys. You ask why five times. By the time you get to the fifth why, you should have found the ultimate cause of the problem. 2. Gather information Investigate the problem and uncover any other hidden effects that the problem may have caused. 3. Develop courses of action Notice that courses is plural. For every problem there are us ually several possible courses of action. Identify as many as you can. There are always at least two fix it or dont fix it.Brainstorming with your team will normally generate the most and best courses of action. 4. Analyze and comparison courses of action Rank the courses of action as to their effectiveness. Some actions may fix other problems, while others may cause new problems. 5. Make a decision Select the best course of action to take. 6. Make a plan Use the planning tool covered in the first part of the section. 7. go across the plan Take the steps to put the plan into action. The Communication Process Communicating with others involves three primary steps Thought First, information exists in the mind of the sender.This can be a concept, idea, information, or feelings. Encoding Next, a message is sent to a receiver in words or other symbols. decoding Lastly, the receiver translates the words or symbols into a concept or information that he or she can understand. During the t ransmitting of the message, two elements will be sure content and context. Content is the actual words or symbols of the message that is known as language the spoken and written words combined into phrases that make well-formed and semantic sense. We all use and interpret the meanings of words differently, so even simple messages can be misunderstood.And many words have different meanings to confuse the issue even more. Context is the way the message is delivered and is known as paralanguage it is the nonverbal elements in speech such as the tone of voice, the look in the senders eyes, torso language, hand gestures, and state of emotions (anger, fear, uncertainty, confidence, etc. ) that can be detected. Although paralanguage or context often cause messages to be misunderstood as we believe what we see more than what we hear they are powerful communicators that help us to understand each other. Indeed, we often trust the accuracy of nonverbal behaviors more than verbal behavior s.Barriers to Communication Nothing is so simple that it cannot be misunderstood. Freeman Teague, Jr. Anything that prevents understanding of the message is a barrier to communication. Many physical and mental barriers exist Culture, background, and bias We allow our past experiences to change the meaning of the message. Our culture, background, and bias can be good as they allow us to use our past experiences to understand something new, it is when they change the meaning of the message that they interfere with the communication process. Noise Equipment or environmental noise impedes clear communication.The sender and the receiver must both be able to concentrate on the messages being sent to each other. Ourselves Focusing on ourselves, rather than the other person can lead to astonishment and conflict. The Me Generation must be tossed aside for effective communication to occur. Some of the factors that cause this are defensiveness (we feel someone is attacking us), superiori ty (we feel we know more that the other), and ego (we feel we are the center of the activity).Perception If we feel the person is talking too fast, not fluently, does not articulate clearly, etc., we may dismiss the person. Also our preconceived attitudes affect our ability to listen. We may listen uncritically to persons of high status and dismiss those of low status. Message Distractions happen when we focus on the facts rather than the idea being communicated. Our educational institutions reinforce this with tests and questions. Semantic distractions occur when a word is used differently than you prefer. For example, the word chairman instead of chairperson, may cause you to focus on the word rather than the message.Environmental Bright lights, an attractive person, unusual sights, or any other stimulus provides a potential distraction. Smothering We take it for granted that the impulse to send useful information is automatic. Not true Too often we believe that certain inform ation has no value to others or they are already aware of the facts. Stress People do not see things the same way when under stress. What we see and believe at a given moment is influenced by our psychological frames of references our beliefs, values, knowledge, experiences, and goals. Active ListeningHearing and listening are not the same thing. Hearing is the act of perceiving sound. It is involuntary and simply refers to the reception of aural stimuli. Listening is a selective activity which involves the reception and the interpretation of aural stimuli. It involves decoding the sound into meaning. Listening is divided into two main categories passive and active. peaceful listening is little more that hearing. It occurs when the receiver of the message has little motivation to listen carefully, such as we often do when listening to music, television, or when being polite.Nonverbal Behaviors of Communication Eye contact This helps to regulate the flow of communication. It signa ls interest in others and increases the give tongue toers credibility. People who make eye contact open the flow of communication and convey interest, concern, warmth, and credibility. Facial Expressions Smiling is a powerful cue that transmits happiness, friendliness, warmth, and liking. So, if you smile frequently you will be perceived as more likable, friendly, warm and approachable. Smiling is often contagious and people will react favorably.They will be more comfortable around you and will want to listen more. Gestures If you fail to gesture while speaking you may be perceived as boring and stiff. A lively speaking style captures the listeners attention, makes the conversation more interesting, and facilitates understanding. Posture and body orientation You communicate numerous messages by the way you talk and move. Standing erect and leaning forward communicates to listeners that you are approachable, receptive and friendly. Interpersonal closeness results when you and the li stener face each other.Speaking with your back turned or looking at the floor or ceiling should be avoided as it communicates disinterest. Proximity Cultural norms dictate a comfortable distance for interaction with others. You should look for signals of discomfort caused by invading the other persons space. Some of these are rocking, leg swinging, tapping, and gaze aversion. Vocal Speaking can signal nonverbal communication when you include such vocal elements as tone, pitch, rhythm, timbre, loudness, and inflection. For maximum teaching effectiveness, learn to vary these six elements of your voice.One of the major criticisms of many speakers is that they speak in a monotone voice. Listeners perceive this type of speaker as boring and dull. Motivation and Drive A persons motivation is a combination of desire and energy directed at achieving a goal. It is the cause of action. Influencing someones motivation means getting them to want to do what you know must be done. (U. S. Army Han dbook, 1973) A persons motivation depends upon two things The strength of certain needs. For example, you are hungry, but you must have a task completed by a nearing deadline. If you are starvation you will eat.If you are slightly hungry you will finish the task at hand. The perception that taking a certain action will help satisfy those needs. For example, you have two burning needs the desire to complete the task and the desire to go to lunch. Your perception of how you view those two needs will determine which one takes priority. If you believe that you could be fired for not completing the task, you will probably put off lunch and complete the task. If you believe that you will not get into trouble or perhaps finish the task in time, then you will likely go to lunch.Allow the needs of your team to coincide with the needs of your organization Nearly everyone is influenced by the needs for job security, promotion, raises, and approval of their peers and/or leaders. They are also influenced by internal forces such as values morals, and ethics. Likewise, the organization needs good people in a wide variety of jobs. Ensure that your team is trained, encouraged, and has opportunities to advance. Also, ensure that the way you conduct business has the same values, moral, and ethic principles that you seek in others.If you conduct business in a dishonest manner, your team will be dishonest to you, for that will be the kind of people that you will attract. Reward good behavior Although a certificate, letter, or a thank you may seem small and insignificant, they can be powerful motivators. The reward should be specific and prompt. Do not say something general, such as for doing a good job, rather cite the specific action that made you believe it was indeed a good job. Set the example You must be the role model that you want others to grow into.As Mahatma Gandhi said, We must become the change we want to see. Develop morale and esprit de corps Morale is the mental, emotional, and spiritual state of a person. Almost everything you do will have an impact on your organization. You should always be aware how your actions and decisions might affect it. Esprit de corps means team spirit it is defined as the spirit of the organization or collective body (in French it literally means spirit of the body). It is the consciousness of the organization that allows the people within it to identify with and feel a part of.Is your workplace a place where people cannot wait to get away from or is it a place that people enjoy spending a part of their lives? Allow your team to be part of the planning and problem solving process This helps with their development and allows you to coach them. Secondly, it motivates them people who are part of the decision making process become the owners of it, thus it gives them a personal interest in seeing the plan succeed. Thirdly, communication is clearer as everyone has a better understanding of what role they must play as part of the team. Next, it creates an open trusting communication bond.They are no longer just the doers for the organization they are now part of it Finally, recognition and preference from a respected leader are powerful motivators. Look out for your team Although you do not have control over their personal lives, you must show concern for them. Things that seem of no importance to you might be extremely critical to them. You must be able to empathize with them. This is from the German word, einfuhling, which means to feel with, or the ability to perceive another persons view of the world as though that view were your own.The Sioux Indian Tribal Prayer reads, Great Spirit, help us never to judge another until we have walked for two weeks in his moccasins. Also note that empathy differs from sympathy in that sympathy connotes spontaneous emotion rather than a conscious, reasoned response. Sympathizing with others may be less useful to another person if we are limited by the str ong feelings of the moment. Character and Traits in Leadership Building Excellence To be an effective leader, your followers must have trust in you and they need to be sold on your vision.Korn-Ferry International, an executive search company, performed a survey on what organizations want from their leaders. The respondents said they wanted people who were both ethical and who convey a strong vision of the future. In any organization, a leaders actions set the pace. This behavior wins trust, loyalty, and ensures the organizations continued vitality. One of the ways to build trust is to display a good sense of character composed of beliefs, values, skills, and traits (U. S. Army Handbook, 1973) Beliefs are what we hold dear to us and are rooted deeply within us.They could be assumptions or convictions that you hold true regarding people, concepts, or things. They could be the beliefs about life, death, religion, what is good, what is bad, what is human nature, etc. Values are attitude s about the worth of people, concepts, or things. For example, you might value a good car, home, friendship, personal comfort, or relatives. Values are important as they influence a persons behavior to weigh the importance of alternatives. For example, you might value friends more than privacy, while others might be the opposite.Skills are the knowledge and abilities that a person gains throughout life. The ability to learn a new skill varies with each individual. Some skills come almost naturally, while others come only by complete devotion to study and practice. Traits are distinguishing qualities or characteristics of a person, while character is the sum total of these traits. There are hundreds of personality traits, far too many to be discussed here. Instead, we will focus on a few that are crucial for a leader. The more of these you display as a leader, the more your followers will believe and trust in you. Traits of a Good LeaderCompiled by the Santa Clara University and the Tom Peters Group Honest Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust. Competent Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings. Forward-looking Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values. Inspiring Display confidence in all that you do.By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary. Intelligent Read, study, and seek challenging assignments. Fair-minded Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others. Broad-minded Seek out diversity. Courageous Have the persev erance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.Straightforward Use sound judgment to make a good decisions at the right time. Imaginative Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative Attributes Attributes establish what leaders are, and every leader needs at least three of them (U. S. Army Handbook, 1973) Standard Bearers establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization.What you set as an example will soon become the rule as unlike knowledge, ethical behavior is learned more by observing than by listening. And in fast moving situations, examples become certainty. Being a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions. Developers help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Never miss an opportunity to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced.Employees who work for developers know that they can take risks, learn by making mistakes, and winning in the end. Integrators orchestrate the many activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort. Integrators have a sixth sense about where problems will occur and make their presence felt during critical times. They know that their employees do their best when they are left to work within a vision-based framework.