1. Developing Managers & Leaders by Dr. James J. Kirk Professor of HRD

2. What You Will Learn Purpose leadership/management programs Concepts of leadership/management How exceptional leaders/managers are identified A few development strategies Selected content of development programs

3. Purpose Of Leadership/ Management Development Programs

4. To identify those in the organization with the great leadership/management potential. To have highly qualified leaders/manager ready to step-in to fill vacancies. To leaders/managers skills current.

5. Leadership/ Management Concepts

6. Leaders and Managers Leaders can exist at all levels of an organization. Leaders cause people to want to follow them (influence others). Leaders are often “idea people” with a vision.

7. Leaders and Managers Managers are responsible for getting the day-to-day work of the organization done through the efforts of others. Managers motivate, supervise, coach, and discipline workers.

8. Leaders and Managers Individuals can be both managers and leaders. Both leaders and managers need to possess good communications, decision making, problem solving, employee motivation, planning, and organizing skills. Both leaders and managers need to be flexible and continue to develop themselves.

9. Theories On Becoming A Great Leader Trait Theory: Some personality traits may lead people naturally into leadership roles. Great Events Theory: A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. Transformational Leadership Theory: People can choose to become leaders. People can learn leadership skills.

10. Principles of Leadership Know yourself and seek self- improvement. Be technically proficient. Seek responsibility and take responsibility for your actions. Make sound and timely decisions. Set the example. Know your people and look out for their well-being.

11. Principles of Leadership Don’t show favoritism toward a particular employee. Keep your people informed. Develop a sense of responsibility in your people. Ensure that tasks are understood, supervised, and accomplished. Train your people as a team. Use the full capabilities of your organization.

12. Factors Of Leadership FollowerCommunication SituationLeader

13. Attributes Of An Effective Leader/Manager Be a professional. Examples: Be loyal to the organization, selfless service, take personal responsibility. BE - Possess professional character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforward, imagination.

14. KNOW - Know the four factors of leadership - follower, leader, communication, situation. KNOW - Know yourself. Examples: strengths and weakness of your character, knowledge, and skills. Attributes Of An Effective Leader/Manager

15. KNOW - Know human nature. Examples: Human needs and emotions and how people respond to stress..KNOW - Know your job. Examples: be proficient and be able to train others in their tasks. KNOW - Know your organization. Attributes Of An Effective Leader/Manager

16. DO - Provide direction. Examples: goal setting, problem solving, decision making, planning. DO - Implement. Examples: communicating, coordinating, supervising, evaluating. DO - Motivate. Examples: develop moral and esprit in the organization, train, coach, counsel. Attributes Of An Effective Leader/Manager

17. Identifying Exceptional Leaders/Managers

18. Identifying Top Leadership Potential Job Performance Assessment Centers Paper and Pencil Tests Simulations Outdoor High and Low Ropes Course initiatives Personal Interviews

19. Leadership/Management Development Strategies

20. Development Strategies Distance Education Course/Modules Help Desk Quiz/Feedback Conferences Information Research Audio/Video Clips Role Plays Simulations Case Study Analysis Mentoring/Internships Job Shadowing Job Sharing Job Enrichment Job Enlargement Job Rotation Management Retreats Graduate Degrees

21. Leadership/Management Development Content

22. Blake & Mountain Managerial Grid The Blake and Mouton Managerial Grid is the subject of many leadership development programs. It uses two axis to describe leadership/management behavior - "Concern for people" and "Concern for task." These two dimensions can be drawn as a graph or grid.

23. The Managerial Grid PEOPLEPEOPLE T a s k s Authoritarian Leader Team Leader Country Club Leader Impoverished Leader

24. Managerial Grid Most people would fall somewhere near the middle of the two axis. By going to the extremes, that is, people who score on the far end of the scales, we come up with four types of leaders: Authoritarian (9 on task, 1 on people), Collaborator (9 on task, 9 on people), Country club (1 on task, 9 on people), and Impoverished (1 on task, 1 on people).

25. Authoritarian leader High task, low relationship - 9,1. People who get this rating are very much task oriented and are hard on their people (autocratic). There is little or no allowance for cooperation or collaboration. Heavily task oriented people display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something 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 someone else's creativity) so it is difficult for their subordinates to contribute or develop.

26. Team leader High task, high relationship - 9,9. This leader leads by positive example. She endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. She encourages the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They form and lead the most productive teams.

27. Country Club leader Low task, High relationship - 1,9. This leader uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, she is almost incapable of employing the more punitive coercive and legitimate powers. This inability results from the leaders' fear that using such powers could jeopardize their relationships with the team members.

28. Impoverished leader Low task, low relationship -1,1. This person uses a delegate and disappear management style. Since they are not committed to either task accomplishment or maintenance, they, essentially, allow the team to do as it wishes and prefers to detach herself from the team process, allowing the team to suffer from a series of power struggles.

29. Blanchard’s Situational Leadership Another topic of many leadership/management programs is Kenneth Blanchard’s Situational Leadership Model. The model helps a leader in providing the correct level of coaching and motivation. A good leader provides the correct amount of coaching and motivation depending upon the needs of her/his people.

30. Situational Leadership Situation #1: The new hire starts the job as a beginner. She is very enthusiastic to learn a new skill. She may be somewhat comprehensive because she about to enter a change process. She needs lots of clear instructions because the task is new, and just a little bit of support to calm the stress of change.

31. Situational Leadership Situation #2: The level of guidance from the leader becomes somewhat lesser so that the learner may experiment somewhat with her/his learning style. She/he has now experienced failure a few times in the process. Although the leader still provides lots of technical support, emotional support must increase to keep her confidence high. This normally becomes one of the toughest time for the leader as she/he has to provide technical support along with large amounts of emotional support.

32. Situational Leadership Situation #3: At this point, the learner has become capable in performing her new skill. The amount of coaching drops to just a few pointers so that the learner can experiment with her new skill. But she is still not sure about herself! The amount of emotional support stays high to build up her confidence.

33. Situational Leadership Situation #4: The learner now knows her job. Her leader provides little coaching and little support so that she can begin to take ownership of her tasks and responsibilities. She is allowed to perform with little or no direction. She is also encouraged to take on new responsibilities and new assignments...this is where the cycle repeats itself.

34. MOTIVATIONAL STYLE RESOURCE STYLE COUNSELOR STYLE INSTRUCTOR STYLE THE WORKHORSE Highly Skilled Some Motivation THE LEARNER Some Skill Some Motivation THE TRAINEE Little Skill Highly Motivated THE STAR Highly Skilled Highly Motivated Skill Motivation Another Situational Leadership Model

35. More Leadership/ ManagementContent Change Strategies Organization Culture and Climate Coaching Strategic Planning Total Quality Management Team/Meeting Facilitation Diversity

36. What You Have Learned Purpose leadership/management programs Concepts of leadership/management How exceptional leaders/managers are identified A few development strategies Selected content of development programs