LEADERSHIP DEVELOPMENT PROGRAM

1. UNITED STATES POWER SQUADRONS LEADERSHIP DEVELOPMENT PROGRAM

2. LDP CONSISTS OF THREE PARTS: 3

3. LDP CONSISTS OF THREE PARTS: LEADERSHIP … workable tools for a practical approach to leadership COMMUNICATIONS … skills that a leader can use to communicate effectively MOTIVATION … how a leader can affect motivation directly

4. OFFICER MEMBER Commander Bridge Officers Bridge Officers Committee Chairs Committee Chairs Members

5. MANAGEMENT vs LEADERSHIP MANAGEMENT … the process of organizing methods, materials, manpower and other resources to achieve organizational goals. LEADERSHIP … the process of influencing an organizational group in it’s efforts of goal setting and goal achievement.

6. MASLOW'S THREE PRINCIPLES • People are Needing Animals • A satisfied need does not motivate or cause behavior … only an unsatisfied need can causemotivation • Think of those needs as being arranged in a hierarchy of importance.

7. MASLOW'S HIERARCHY OF NEEDS Self Actualization Esteem Secondary Needs Social Primary Needs Safety Physiological

8. Physiological & Safety We need to feel safe ... We need to know we will be able to eat when we’re hungry.

9. SOCIAL We need to belong to groups and to have friends.

10. SELF-ESTEEM We need to feel worthy, unique, and respected.

11. SELF-ACTUALIZATION We need work which attracts and challenges us

12. MASLOW'S HIERARCHY OF NEEDS Self Actualization Esteem Secondary Needs Social Primary Needs Safety Physiological

13. What is it about leader A that allows him to influence group B?

14. People with vision inspire us ... They become role models ... We want to be like them.

15. GREAT LEADERS IN THE WORLD TODAY Do the exercise on Page SG – 6 (No, you can’t use the Pope, MLK, Golda Mier, or Churchill)

16. Leadership Styles Do the exercise on Page SG – 7

17. BASES OF SOCIAL POWER • REWARD POWER • COERCIVE POWER • EXPERT POWER • REFERENT POWER • LEGITIMATE POWER

18. REWARD POWER RECOGNITION & PRAISE GIVE PERSONAL SATISFACTION

19. COERCIVE POWER Opposite of Reward Power … Negative Leadership

20. EXPERT POWER Expert power is related to referent power in that Knowledge is a respected characteristic

21. REFERENT POWER The power to be a Role Model

22. LEGITIMATE POWER Respect that goes with the office

23. What is a De Facto Leader?

24. Leaders must understand what needs to be done within the organization • Know the job requirements • Identify members showing potential for leadership • Be decisive • Motivate

25. Take a few minutes Complete the Applied Leadership Questionnaire on pagesSG - 11 & 12

26. APPLIED LEADERSHIP GRID 3 _______ 7 _______ 11_______ 15_______ 19_______ 23_______ 2 _______ 6 _______ 10_______ 14_______ 18_______ 22_______ TOTAL TOTAL 4 _______ 8 _______ 12_______ 16_______ 20_______ 24_______ 1 _______ 5 _______ 9_______ 13_______ 17_______ 21_______ TOTAL TOTAL

27. DIRECTING • Provide detailed instructions: • Give members specific goals and objectives • Check in frequently to keep memberson track • Enforce rules and regulations • Demonstrate the steps involved in doing the job

28. COACHING • Represent bridge position in a convincing manner • Try to motivate with incentives and recognition • Sell members on their own ability to do the job • Praise members for good work • Provide members with a lot of feedback on how they are doing

29. FACILITATING • Involve members in making the decisions which affect their work • Make members feel free to ask questions and discuss important concerns • Hold frequent team or staff meetings • Help members locate and suggest their own development activities • Listen to members’ problems and concerns without criticizing or judging

30. DELEGATING • Delegate broad responsibilities to members and expect them to handle the details • Expect members to find and correct their own errors • Provide members with feedback on results • Allow risk taking and innovation in members

31. QUESTION: Which style of leadership is the best within USPS? ANSWER: All of them … use the one which best applies to a specific situation … Adjust your style to match the situation

32. Diagnosing the Independence Level of Members Do exercise on SG – 17

33. 40 30 20 10 0

34. High Independence Moderate to High Inde-pendence Moderate to Low Inde-pendence LowIndepen-dence HIGH DEVELOPING LOW STRUCTURING FACILITATING HIGH DEVELOPING HIGH STRUCTURING COACHING D E V E L O P I N G DELEGATING LOW DEVELOPING LOW STRUCTURING DIRECTING LOW DEVELOPING HIGH STRUCTURING S T R U C T U R I N G 40 30 20 10 0

35. I've Determined: • My Dominant Leadership Style … • The independence Level of a member/ group … So what do I do now?

36. Strategies for using Leadership Styles • Find your Dominant Leadership Style onSG – 21 – 24 • Under your Leadership Style find the Independence Level of the Individual/Group

37. COMMUNICATIONS An effective Leader is an effective Communicator An effective Communicator is an effective Listener

38. ACTIVE LISTENING Take out a piece of paper and something to write with

39. FOUR KINDS OF LISTENERS • Non-Listener … doesn’t hear at all! • Marginal Listener … hears words but no meaning • Evaluative Listener … makes no effort to understand • Active Listener … places himself in speakers shoes

40. Barriers to active & effective listening Lack of Concentration & Attitude … We hear what we want to hear … we need to have a desire to hear what is being said Negative Attitudes Toward Listening … When you’re listening you’re learning what the other person knows … when you’re talking you’re showing how little you know. Experience and Background … how much prior knowledge do you have about the topic? Ask for explanation when you don’t understand

41. Poor Listening Setting • Location and Timing • Emotions • Daydreaming and Fantasizing

42. Overcoming Difficult Styles • Train yourself to hear through styles/accents • Work at improving your listening skills • Check understanding by re-stating what you heard

43. Rules for active listening: • Decide to become interested • Avoid over reaction • Resist distractions • Try to interpret the speaker • Listen with an open mind • Focus on the main idea • Capitalize on thinking speed • Give feedback • Summarize • Apply what you hear

44. The art of questioning ... or why do we ask questions? • To Gain Information • To Uncover Motives and Gain Insight • To Give Information • To Obtain Member Participation • To Check Understanding and Interest • To Start Another Thinking • To Reach Agreement • To Bring Attention Back to a Subject • To Give Positive Strokes and Build Trust • To Give Psychological Reciprocity

45. BASIC TYPES OF QUESTIONS CLOSED ENDED QUESTIONS … require narrow answers to specific … typically yes or no OPEN ENDED QUESTIONS … used to draw out a wide range of responses … used to enhance and stimulate participation

46. Communicating to Improve Facilitation • Ask questions • Use feedback questions • Clarify • Take a personal interest

47. How to improve communication skills • Refrain from interrupting • Eliminate distractions • Avoid speeches • Record and display Information • Give positive feedback • Just the facts, ma'am! • Encourage questions • Summarize main points • Review previous discussions

48. MOTIVATION ... a leader can excite people by: • Establishing a vision, mission &/or goals • Communicating them in a way that fires up the followers • Making your followers feel part of something important, uplifting and satisfying

49. The key to motivation lies in identifying the needs our members are trying to satisfy • Then tying their level of effort and performance to a reward that meets that need.

50. Leadership • Transcend self-interest • Raise members need level • Get members to share a common vision • Make members feel important