1. Chapter 9: Developing Others( The Leader as Teacher ) Mrs. Manal AlShaikha solami & Mrs. Alhogail

2. The Leader as Teacher: The purpose of leadership is to bring out the best in others. Your organization needs leaders who can coach and develop employees, set and achieve goals, productively and manage projects, people, and teams. Many view developing others as the most relevant and rewarding of all their tasks. Mrs. Manal Alsolami & Mrs. Shaikha Alhogail

3. The development of others There is no one best way to develop others, each leader brings unique personal experiences and talent to the task. Performers in every field are developed Effective leaders: Recognize the importance of developing people View developing others as a key to success Leaders are mentors and teachers Caring for and protecting people, and giving good counsel are attributes central to our modern concept of mentoring Mrs. Manal Alsolami & Mrs. Shaikha Alhogail

4. Five types of coach/ leaders: There are five types of teacher/leaders Shamans heal through personal power; they focus the attention of their followers on themselves (they have power, energy and commitment that they use to energize others) Priests claim power through office; they are agents of omnipotent authority and establish structure, order and continuity a past program and a plan for the present and future Mrs. Manal Alsolami & Mrs. Shaikha Alhogail

5. Five types of coach/ leaders: Elected leaders undergo trials, self-transformation, training, or other rites to achieve their positions. Elected leaders derive power not only from their own experience, but also from mandate of their followers. Missionaries are goal-directed. Usually, missions involve a utopian view of the future and a program for achieving reforms. Missionaries teach out of personal conviction, believing in certain ideals and seeing it as a duty to pass on these ideals to others. Mystic healers seek the source of illness and health in the follower ’ s personality. To find out what he can do from raw material. Mrs. Manal Alsolami & Mrs. Shaikha Alhogail

6. Types of coach/ leaders: Much contemporary leading/teaching incorporates the priestly, elected, and missionary types Priests bring continuity and hierarchy to the task Elected leaders gain authority by election and followership Missionaries are found in many organizations that have some kind of central mission Shamans and mystic healers are individualistic and personalized Mrs. Manal Alsolami & Mrs. Shaikha Alhogail

7. Training in the Workplace Management author Gary Hamel argues that: The most successful organizations are masters of learning The most effective leaders are masters of teaching Individuals who acquire multiple skills help the organization as well as themselves Employer and employee share responsibility for maintaining proficiency and achieving success Employers allow employees to develop enhanced employability in exchange for better productivity and commitment to the company ’ s goals

8. Training in the Workplace The American Society of Training and Development (ASTD) states that: The average commitment to training is 2.2 % of payroll Better employers provide 2.5 to 5% of payroll Average annual training per employee is 28 hours Leading employers provide 57 to 62 hours Mrs. Manal Alsolami & Mrs. Shaikha Alhogail

9. Training in the Workplace The most common types of training are: Leadership development Technical procedures Information technology Revenues and profitability are positively correlated with training expenditures Mrs. Manal Alsolami & Mrs. Shaikha Alhogail

10. Measuring Learning Effectiveness Donald Kirkpatrick outlined four learning measurement levels in The Four Levels Approach: Satisfaction Learning Application Impact Mrs. Manal Alsolami & Mrs. Shaikha Alhogail

11. Developing Leaders Leadership development is not always a top-down process Many leaders have grown through the example, advice, and encouragement of direct-reports and peers For this to occur, all involved must show maturity and personal courage Reverse mentoring can keep leaders current in both the technical and human aspects of work

12. Mrs. Manal Alsolami & Mrs. Shaikha Alhogail Developing Leaders Other developmental possibilities include: Early work experiences First-time supervision Responsibility for starting something Expansion of job scope Special projects and task force assignments Line to staff switch An international assignment

13. Mrs. Manal Alsolami & Mrs. Shaikha Alhogail Peak Performance Peak performance is important for both the individual and the organization It is hard to describe, but you know it when you see it

14. Personal Performance Showing personal performance is a lifelong concern Early career sets the stage for all that follows Helpful guidelines to follow: Know yourself Become an expert Establish your style Build a network Focus Create a cushion Be true to your values