Presented by Jaco van Zyl Introduction About the facilitator: - PowerPoint PPT Presentation

Presented by Jaco van Zyl

Introduction About the facilitator: Leadership This training course was compiled and is presented by Jaco van Zyl, proprietor of namhr.com, a recently launched Human Resources consultancy aimed at proving Human Resources services to Namibian Couching for performance employers. Jaco is a seasoned Human Resources Practitioner with years of Industrial Relations experience obtained from working in the Communication / Publishing and Manufacturing Disciplined culture industries of Namibia. His most recent assignment was as Country Human Resources Manager for Namibia Beverages. Jaco also holds a B Comm. Labour Relations degree from the University of Grievance resolution Potchefstroom.

Before we start Name cards Lets get a few things sorted out before we House rules start. Pre test Introduction exercise

Leadership exercise: Choose a number: 1-12 Leadership is a compelling topic and Give us your view on the statement most people have Not compulsory thoughts about it. No right or wrong answer

Module 1: Leadership Process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Some personality traits may lead people naturally into leadership roles. This is the Trait 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. This is the Great Events Theory. People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory.

Two Keys to Effective Leadership Trust and confidence in top leadership is the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: o Helping employees understand the company's overall business strategy. o Helping employees understand how they contribute to achieving key business objectives. o Sharing information with employees on both how the company is doing and how an employee's own division is doing - relative to strategic business objectives.

Principles of Leadership  Know yourself and seek  Keep your workers self-improvement informed  Be technically proficient  Develop a sense of  Seek responsibility and responsibility in your take responsibility for workers your actions  Ensure that tasks are  Make sound and timely understood, supervise decisions d, and accomplished  Set the example  Train as a team  Know your people and  Use the full look out for their well- capabilities of your being organization

Factors of leadership  Follower  Leader  Communication  Situation

Attributes of a leader  KNOW yourself.  BE a professional: Be loyal to he organization, perform selfless  service, and take personal KNOW human nature. responsibility.  KNOW your job.  BE a professional who possess  KNOW your organization. good character traits.  DO provide direction.  KNOW the four factors of leadership  DO implement.  DO motivate.

Leadership: Goals, Values, &Concepts The goals and performance standards they establish. Leaders exert influence on the environment via The values they establish for the organization. three types of actions: The business and people concepts they establish.

Culture and Climate Climate: Culture:  The climate is the feel of the  Each organization has its own organization, the individual and distinctive culture. It is a shared perceptions and combination of the founders, past attitudes of the organization's leadership, current leadership, members. crises, events, history, and size.  Organizational climate is directly  Individual leaders, cannot easily related to the leadership and create or change culture because management style of the leader, based on the culture is a part of the values, attributes, skills, and organization. actions, as well as the priorities of the leader.

Leadership models: The leader is a social architect Four Framework Approach: whose leadership style is analysis  Suggest that leaders display and design.. leadership behaviours in one of four types of frameworks: The leader is a catalyst and servant whose leadership style is support, avocation, and empowerment.  Structural, Human Resource, Political, or Symbolic. The leader is an advocate, whose leadership style is coalition and building.  The style can either be effective or ineffective, depending upon the chosen behaviour in certain The leader is a prophet, whose situations. leadership style is inspiration.

Leadership models: Managerial grid: Managerial grid Country Club Team Leader 10 9  The most desirable place for a 8 leader to be along the two axes at 7 most times would be a 9 on task and a 9 on people. 6 5  However, do not entirely dismiss People 4 the other three. Certain situations Authoritarian Improvised might call for one of the other 3 three to be used at times. 2 1 0 -2 0 2 4 6 8 10 12 -1 Task

Good to Great: Professional will: Personal Humility   Create superb results, a clear catalyst Demonstrates a compelling modesty, shunning public in the transition from Good to Great. adulation, never boastful.  Demonstrates an unwavering resolve  Acts with quit, calm determination; to do whatever must be done to relies principally on inspired standards, not inspired charisma, to produce the best long term results. motivate.  Sets the standard of building an  Channels ambitions into the enduring great company, will settle company, not the self; sets up for nothing less. successors for even greater success in the next generation.  Looks in the mirror, not out the  Looks out the window, not in the window, to apportion responsibility mirror, to apportion credit for the for poor results, never blaming other success of the company – to other people, external factors, or bad luck. people, external factors and good luck.

The namhr.com model: IQ refers to the intelligence level of the individual. We have now studied a number of Emotional intelligence relates to how in touch the models and theories and now needs to employee basically is with his/her emotions – can he or she mange his/her emotions. apply our minds as to how we will transform ourselves into leaders. Spiritual intelligence refers to ethical and moral issues. But first let us look at other studies Theory X & Y refers to whether the individual and models that might assist us in believes that people are inherently good or bad. understanding leadership better. Potential in the workplace translates to level of work as compiled by Bioss. Locus of control refers to the extent to which individuals believe that they can control events that affect them.

The nuts & bolts:  Mind shift change;  Study, practise, checks & balances: grow as a leader and in your position/career/community;  IQ level matching your potential in terms of You need to understand that all of us work level combined with high job proficiency; are not destined to become country or  Commitment to your employer and organizational leaders but we can be employees; excellent leaders in our  High ethics, morals and personal values which jobs, departments and in our is compatible to that of the organization. communities – and that is what we  Average Emotional Intelligence level; need to strive for.  Spiritual Intelligence / inner piece;  Having an Internal locus of control;  Seeing the good in all human beings and know how to self motivate and to motivate others;  Grow leaders in your department and encourage the heart of your subordinates;  Effective communication routines, not only within your department but also outside thereof.

Couching for performance: The first way is taking a proactive stance by unearthing or preventing counter-productive methods. Achieving excellence through performance is accomplished in two major ways. The second way is to correct performance problems that arise within the organization.

Four major causes of performance problems: Knowledge or Skills -The employee does not know how to perform the process correctly - lack of skills, knowledge, or abilities.. Although people are our most important asset, it sometimes Process -The problem is not employee related, but is caused by working seems as if they are our biggest conditions, improper procedures, etc. headache. First identify the cause of the performance issue. Resources - Lack of resources or technology. Motivation or Culture -The employee knows how to perform, but does so incorrectly.