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2. Leadership B
Welcome group and explain that this is a two-hour course.

3. Agenda Flying Pole Developing Yourself as a Leader
Characteristics of Admired Leaders
Leadership Style Survey
>Review the slide
>The agenda and what the attendees can expect for the session today.
> This session will take about 2 hours

4. Rules of Engagement
Immerse yourself in the experience Be sensitive to the learning journey of others Minimize distractions for the whole team Create a safe learning environment Enjoy!
Review slide

5. Flying Pole
Enjoy!
Review slide

6. Developing Yourself as a Leader
Table Activity
Who is the most effective leader you have worked for?
What made him/her so effective?
What are some best practices that you have personally experiences from great leaders?
Table Activity: have them flipchart their responses and report back to larger group.

7. Characteristics of Admired Leaders
Honest
88%
Cooperative
28%
Forward-looking 71
Determined 24
Competent 66
Imaginative 23
Inspiring 65
Ambitious 21
Intelligent 47
Courageous 20
Fair-minded 42
Caring
Broad-minded 40
Mature 17
Supportive 35
Loyal 14
Straightforward 34
Self-controlled 8
Dependable 33
Independent 6
Review Slide
From Kouzes & Posner, Based on data from over 75,000 respondents in North America, Asia-Pacific, Latin America & Europe

8. The Top Four Leadership Characteristics
FORWARD-LOOKING
HONEST
“To be persuasive, we must be believable.  To be believable, we must be credible.  To be credible, we must be truthful.”
– Edward R. Murrow
Tell: Honesty: The highest regarded characteristic. There is a direct correlation between being honest and being trustworthy.
Tell: The fact that nearly 90% select honesty above all else is a message leaders must take to heart. Before we follow someone, need to know that they are worthy of our trust -- we want to be fully confident of the integrity of our leaders, above all else. With honest leaders, we also know where we stand – no ambiguity, no guessing.
Ask: How do we know if a leader is honest?
Look for: They do what they say they are going to do; they share information, they don’t lie, cheat or steal, they follow-through.
Tell: You are absolutely right, behavior provides the evidence. Regardless of what leaders say about their own integrity, people will wait to see it in their actions. Consistency between words and action is what matters.
Ask: What questions do you have about Honesty?
Tell: Let’s take a look at Forward Looking. To be Forward Looking is to be someone who sets and defines the vision and encourages you to follow that vision, and then is there when you need them.
Tell: 71% of the population expects leaders to look to the future. Regardless of whether we call it a vision, a dream, a direction, a goal or a personal agenda, leaders must know where they are going if they want others to follow.
Tell: By forward-looking, we don’t mean the magic of a visionary gazing into a crystal ball. What we are talking about is much more down to earth. It’s about the ability to set or select a desirable destination towards which the organization will head. Associates want leaders at every level to have a sense of where we are headed, how our part of the world fits into the grander scheme of things. Why? It’s simple -- we are not inclined to follow those who are directionless.
Tell: Competence: To be seen as technically competent is directly affected by the ability to challenge, enable, act as a model, and encourage proficiency in others.
Tell: To enlist in the cause, we must believe the person is competent to guide us where we are headed – we must see the leader as capable and effective. The type of competence demanded may vary by the position and role of the leader in the organization. For example, the coach isn’t usually the best player on the team. But they do usually have competence in all areas and/or understand what it means to be competent in each area. Perceived competence includes a combination of technical, managerial, and leadership expertise. At any rate, we must see leaders as adding value.
Ask: How does a leader establish competence?
Look for: being able to “talk the talk” – knowing the terms, being able to do the job, listening and understanding what it takes to do the job, past experience.
Tell: A winning track record is the surest way to be considered competent. Again, don’t just tell me, show me.
Tell: Inspiring: “Inspiring” is an interesting word. It doesn’t necessarily mean dynamic or extroverted. You don’t have to be a motivational speaker to be inspiring. Inspiration comes in many ways, like believing in something, being passionate about it, keeping focused on it (even through trials and nay-sayers), and removing obstacles to achieve it.
Tell: Showing enthusiasm and belief that you can make a difference is contagious – that is the root of inspiring.
Tell: It is not enough for a leader to have a dream of the future – they must be able to communicate that vision in a way that inspires us to sign up for the trip.
Tell: Enthusiasm and excitement are essential and signal the leader’s personal commitment to pursuing the goal – that is what helps get others on board.
Ask: What questions do you have about these four Leadership Characteristics?
Transition: Honest, inspiring, forward-looking and competent are the top four characteristics we value in the most admired leaders. So what do these leadership characteristics have to do with Trust and Credibility?
Tell: To answer that question, let’s reflect on the quote on the slide
INSPIRING
COMPETENT
From Kouzes & Posner, 1995

9. Leadership Style Survey
5 minutes
Try not to over-think… answer honestly and quickly
FORWARD-LOOKING
HONEST
INSPIRING

10. The Behaviour Approach
Behaviours can be learned, making leadership accessible to all.
Authoritarian or autocratic
Participative or democratic
Delegative or free reign
Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style
FORWARD-LOOKING
Rather than looking at an individual’s personal traits, the behaviour approach says that anyone that adopts the appropriate behaviour can be an effective leader.
INSPIRING

11. Authoritarian (autocratic)
This style is used when a leader tells the employees what they want done and how to do it without getting input or feedback
This style might be used when: A leader is short on time, the employees are well motivated or an employee is new in their job.
This style should normally only be used on rare occasions.
Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style...rather it is an abusive, unprofessional style called bossing people around.

12. Participative (democratic)
A Democratic Leader delegates authority to others, encourages participation and relies on employees knowledge for the completion of tasks
Using this style is not a sign of weakness; rather it is a sign of strength that your employees will respect.
Using this style is of mutual benefit -- it allows employees the opportunity to participate and allows you to make better decisions.

13. Delegative (free reign or laissez faire)
In this style, the leader allows the employees to make decisions. The leader is still responsible for the decisions that are made.
This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. A leader cannot do everything! They must set priorities and delegate certain tasks.
This is a style to be used when you have the full trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely!

14. Styles in Practice Using all three
A good leader uses all three styles, depending on what forces are involved between the employees, the leader, and the situation.
Using all three
Telling your employees that a procedure is not working correctly and a new one must be established (authoritarian).
Asking for their ideas and input on creating a new procedure (participative).
Delegating tasks in order to implement the new procedure (delegative).
Authoritarian Style
With a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situation is a new environment for the employee.
Participative Style
With a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team.
Delegative Style
With a worker who knows more about the job than you. You cannot do everything! The employee needs to take ownership of her job. Also, the situation might call for you to be at other places, doing other things.
Leaders who want their employees to grow, use a participative style of leadership. As they "grow" into their jobs, then they are gradually given more authority (delegative) over their jobs.

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