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A lesson in effective leadership elements, traits, and styles.

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Presentation on theme: "A lesson in effective leadership elements, traits, and styles."— Presentation transcript:

1 A lesson in effective leadership elements, traits, and styles

2 Leadership is the art of influencing and directing people to accomplish the mission Being a leader means more than winning an election or receiving a title A leader directs others toward a common goal Any member can be a leader when he or she influences the others to help the group reach its goal Chapter 7, Lesson 1 Basic Elements of Leadership

3 Chapter 7, Lesson 1 The Air Force Leadership Concept The Air Force’s concept of leadership has two elements: the mission and the people who must carry out the mission Photo courtesy of U.S. Air Force Officer Opportunities

4 Chapter 7, Lesson 1 The Air Force Leadership Concept Mission—The primary task of an organization is to perform its mission The leader’s primary responsibility is to lead team members to carry out the mission successfully Yet a leader must never forget the importance of the team’s people

5 Chapter 7, Lesson 1 The Air Force Leadership Concept People—People perform the mission They are the heart of the organization Without their support, any team will fail A leader’s responsibilities include caring for and supporting team members Photo Courtesy of Ilene Perlmam

6 Chapter 7, Lesson 2 Traits of Effective Leaders Effective leaders have certain traits that make up the foundation of their approach to their work These traits form their character Your character defines you as a leader

7 Chapter 7, Lesson 2 Six Traits of Effective Leaders Many traits go into building a strong character For you, as a future leader, six traits are essential:

8 Chapter 7, Lesson 2 Integrity Having integrity means establishing a set of values and adhering to them Integrity means being a whole person—in mind, body, and spirit Integrity is a total commitment to the highest personal and professional standards

9 Chapter 7, Lesson 2 Loyalty Loyalty is faithfulness or allegiance—to superiors, peers, and subordinates Leaders must display loyalty to their team members before they can expect members to be loyal to them Photo courtesy of Ilene Perlman

10 Chapter 7, Lesson 2 Commitment Dedicated service is the hallmark of the leader A leader must demonstrate total dedication to the United States, the Air Force, and the team This commitment sets an example for team members Commitment is contagious

11 Chapter 7, Lesson 2 Energy Energy is an enthusiasm and drive to take the initiative Throughout history, successful leaders have demonstrated both mental and physical energy They approached assigned tasks aggressively They had the perseverance and stamina to stay the course Photo courtesy of

12 Chapter 7, Lesson 2 Decisiveness Decisiveness is a willingness to act A leader must make timely decisions and then effectively communicate those decisions to the team Decisiveness includes the willingness to accept responsibility for one’s actions

13 Chapter 7, Lesson 2 Selflessness Selflessness is the ability to sacrifice personal needs and wants for a greater cause Leaders put accomplishing their mission and caring for their people before their own welfare or desires Willingness to sacrifice is essential to military service

14 Chapter 7, Lesson 2 Selflessness Selflessness includes the courage to face and overcome difficulties and physical dangers It also includes the need to make difficult decisions— this is moral courage Photo courtesy of

15 Chapter 7, Lesson 2 Commitment in a Leader Probably nothing is as important in a leader as commitment to the job Indicators of a strong personal commitment in a leader are the “3 Es”: nthusiasm nergy mpathy Graphics courtesy of

16 Chapter 7, Lesson 2 Commitment in a Leader These three forces (“3 Es”) define you as a leader and keep you motivated to lead Without them, you’d find no flavor or color in your work It would be “just a job” Photo courtesy of

17 Chapter 7, Lesson 2 Enthusiasm Enthusiasm is great excitement for and interest in a subject or cause It’s the underlying force that pushes people to become leaders Try as you might, it’s hard to find a successful unenthusiastic leader

18 Chapter 7, Lesson 2 Energy and Personality Energy as a character trait is the willingness to take on a job and see it to completion But leaders also have another kind of energy—the energy of personality Leaders are serious about their individuality—they are not comfortable following the herd

19 Chapter 7, Lesson 2 Empathy Empathy is the ability to show compassion for people It’s the capacity to feel what others feel and to act on that solidarity Photo courtesy of

20 Chapter 7, Lesson 2 Empathy People who show empathy can usually see beneath the surface to the root causes of problems Good leaders empathize with their team members Empathy inspires trust Photo courtesy of

21 Chapter 7, Lesson 3 Knowing Yourself and Your Role To be a successful leader, you must recognize your strengths or abilities, as well as your limitations You must then build on your strengths and try to overcome your weaknesses As a leader, you must understand your own role

22 Chapter 7, Lesson 3 Knowing Yourself and Your Role You must also understand how your team contributes to the overall mission of the organization Finally, you must make sure that each team member understands how his or her role relates to the mission Photo courtesy of

23 Chapter 7, Lesson 3 Setting the Example Setting an example means giving people a strong model to imitate As a leader, you must set the standard for your team by your actions as well as your words If you are arrogant or domineering, you will command little respect Photo courtesy of Ilene Perlman

24 Chapter 7, Lesson 3 Setting the Example Self-control is also essential—a leader who cannot control himself or herself cannot control others Lack of self-discipline in a leader destroys the team’s unity and its ability to perform

25 Chapter 7, Lesson 3 Motivate A leader’s greatest challenge is to motivate team members to achieve the high standards set for them The ability to generate enthusiasm about the mission may be the single most important factor in leadership Photo courtesy of Ilene Perlman

26 Chapter 8, Lesson 1 Leadership Behavior Becoming a good leader requires training and practice It’s helpful to understand the difference between leadership and management: Leadership is the art of influencing and directing people to accomplish the mission Management is supervising the use of resources to achieve team objectives In essence, you lead people, and you manage things

27 Chapter 8, Lesson 1 How Does a Leader Get People to Accomplish a Mission? The leader must base his or her approach on the situation Situational leadership is a leadership model based on the concept that there is no single best way to influence and lead people Two orientations on the leader’s part—orientation toward people and orientation toward task—are key to understanding situational leadership

28 Chapter 8, Lesson 1 Orientation Toward Task Task behavior is the leader’s involvement in defining the duties and responsibilities of an individual or a group Task behaviors include directing team members on what to do, how to do it, and when to do it Photo courtesy of

29 Chapter 8, Lesson 1 Four Leadership Styles The Leadership Grid Supporting - S3 High Supportive Behavior Low Directive Behavior Coaching - S2 High Directive Behavior High Supportive Behavior Delegating - S4 Low Supportive Behavior Low Directing Behavior Directing - S1 High Directive Behavior Low Supportive Behavior

30 Chapter 8, Lesson 1 Directing (Style 1) The leader provides specific instructions Closely supervises team members as they perform their tasks High task orientation and a low relationship orientation People lack competence but are enthusiastic and committed

31 Chapter 8, Lesson 1 Directing (Style 1) Typical telling behaviors include: directing others what to do supervising them closely following up to ensure they complete their tasks

32 Chapter 8, Lesson 1 Coaching (Style 2) The leader closely supervises task completion and following up Provides explanations and opportunities for clarification from team members People who have some competence but lack commitment

33 Chapter 8, Lesson 1 Coaching (Style 2) Typical selling behaviors include: supervising closely following up explaining relationships between tasks and team goals encouraging questions supporting progress Photo courtesy of

34 Chapter 8, Lesson 1 Supporting (Style 3) The leader helps and supports team members’ efforts toward completing the task by sharing ideas and responsibility for decision making with his or her team members People who have competence but lack confidence or motivation

35 Chapter 8, Lesson 1 Supporting (Style 3) Participating behaviors include: asking team members for ideas listening encouraging others to try out their ideas allowing others to structure their tasks sharing control and accountability Photo courtesy of

36 Chapter 8, Lesson 1 Delegating (Style 4) The leader turns responsibility for decision making, problem solving, and implementation over to team members People who have both competence and commitment

37 Chapter 8, Lesson 1 Delegating (Style 4) Delegating behaviors include: setting task boundaries letting others make their own decisions allowing members to chart their own courses of action giving group members the freedom they need to do the job well providing help when asked monitoring progress

38 Situational Leadership Model

39 Forming Storming Norming Performing Tuckman’s Model – Team Dynamics

40 Baseball – Players play in fixed positions, but don’t play as a team. Football – Players play on the team, but one position has to be effective for the team’s success. Tennis Doubles Team – Best Type of Team – Players use strengths and weaknesses to overcome difficulties. Drucker’s Teams

41 Followership Ability Willingness Confidence Proactive

42 The Importance of Good Followership “Before you can lead, you have to learn to follow” Followership is displaying the attitudes, behaviors, and actions that help a leader succeed at leading A dynamic follower who shares the leader’s goals and values is an invaluable team member Chapter 8, Lesson 2

43 The Follower Relationship Throughout your life you will be a follower in one role or another For example, on a sports team, you follow the lead of the captain or coach Chapter 8, Lesson 2 Photo courtesy of Thinkstock Images

44 The Follower Relationship The relationship between follower and leader sometimes blurs During a single day, a team member’s role might flip back and forth from leader to follower A group of business leaders was asked to list traits they looked for in leaders and followers. The traits they chose were similar: Leader: honest, competent, forward-looking, inspiring Follower: honest, competent, dependable, cooperative Chapter 8, Lesson 2

45 Followers Have Power As a member of a group, you probably possess certain skills or knowledge that no one else does To the degree that the team needs your knowledge and skills, you as a follower can exert considerable power Your skill may even be the power of your personality Chapter 8, Lesson 2

46 The Readiness Factors of Followers Readiness is how prepared a team member is to carry out a particular task or tasks Team members are at different levels of readiness as they face each task The leader’s job is to help followers gain the knowledge and skills they need to perform at the highest level they can Chapter 8, Lesson 2

47 The Readiness Factors of Followers Three factors determine readiness: ability willingness confidence Chapter 8, Lesson 2 Photo courtesy of Ilene Perlman

48 Ability of Followers Ability is the knowledge, experience, and skill a team member or a team brings to a task If you are a leader, first consider the task you will be assigning and its desired outcome Then decide which followers are best suited, by knowledge, skill, and experience, to handle that task Chapter 8, Lesson 2

49 Willingness of Followers Willingness is the degree to which a team member or a team shows confidence, commitment, and motivation to accomplish a task Willingness consists of the ability to do the work, a sense of duty in doing it, and a desire to do it Ability and willingness work in tandem Chapter 8, Lesson 2

50 Confidence of Followers As team members learn more and become more competent, their confidence level will increase Confidence is a team member’s level of energy, enthusiasm, and commitment As a leader, you must be aware of your followers’ changing levels of confidence and competence Chapter 8, Lesson 2

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