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Workshop on Development of Leadership Skills. Kurt R. Richter IEEE Region 8 Educational Activities. What is covered ?. The leadership course deals with: interpersonal relations group management team management leadership skills. WORKSHOP ISSUES. 1. Leadership

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Workshop on Development of Leadership Skills


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    1. Workshop onDevelopment of Leadership Skills Kurt R. RichterIEEE Region 8Educational Activities

    2. What is covered ? The leadership course deals with: interpersonal relations group management team management leadership skills

    3. WORKSHOP ISSUES 1. Leadership 2. Leadership versus management 3. Holistic communications: the key to leadership 4. Brainstorming 5. Developing a priority list and getting consensus 6. Personal interactive skills: Jungian types 7. Developing group skills

    4. WORKSHOP ISSUES 8. Active listening: barriers to communicating 9. Persuasion 10. Conflict styles 11. Conflict Management 12. Teambuilding 13. Negotiating commitment 14. Overcoming resistance 15. Making things happen

    5. Credits Portions of this presentation are derived primarily from the IEEE Leadership Workshop developed by IEEE past president Ray Findlay Additional materials supplied by: Charles Rubenstein[Vice Chair, IEEE-USA PACE Committee]and John Reinert [Region 5]

    6. Leadership The existence of the leader who is wise is barely known to those he leads. He acts with unnecessary speech, so that people say, “It happened of its own accord.” -Lao Tze (from the 17th Precept)

    7. Leadership effectiveness depends on three things:awareness, ability and commitment Peter DeLisle suggests Leadership is the ability to influence other peoplewith or without authority Awareness EFFECTIVENESS Ability Commitment

    8. What Is Leadership? • Making the right things happen • Inspiring others to achieve a goal • Taking risks, willing to fail to achieve: and … MAKING DECISIONS!

    9. Definition Leadern, 1. A person who is followed by others. 2. The horse placed at the front in a team or pair. Managern, 1. A person controlling or administering a business or a part of a business. 2. A person regarded in terms of skill in household or financial or other management.

    10. Leadership Characteristics • Creator of Culture • Proactive • Change agent (positive) • Cheerleader • Coach • Motivator • Focus Provider

    11. A Leader… • influences people to follow a course of action through persuasion or example • forms constructive relation- and partnerships with people • spearheads useful changes • transforms mediocre organizations into excellent ones • makes decisions

    12. You are a Leader if you… • set direction, give guidance, and motivate people to accomplish • carry out the will of the group • is the champion for the group’s cause • guide the group during times of storm: (otherwise the group motivation will collapse and the enterprise will fail) • delegate well - BUT • are not afraid to take the blame

    13. What do Leaders do? • know what they want, & why and how to communicate to others what they want • recognize and praise good work, give credit to others, make everyone feel important • communicate well to everyone • inspire loyalty • support the ideas of others • expect the best • make coffee…

    14. TASK #1 • Write down what you hope to accomplish that will be truly great. • Write out how you are preparing to accomplish your task. • Write down the single greatest obstacle that might prevent you from accomplishing your objectives. • You have five (5) minutes to do this

    15. Guiding vision Goals Passion Integrity Honesty Self Confidence Communication Curiosity Risk Dedication Charisma Listening Thinking Some Attributes of a Leader ?

    16. Attributes of a Leader • Guiding vision:Effective leaders know what they want to do, and have the strength of character to pursue their objectives in the face of opposition and in spite of failures. • Goals:The effective leader establishes achievable goals.

    17. Attributes of a Leader • Curiosity:Leaders are learners. They wonder about every aspect of their charge. They find out what they need to know in order to pursue their goals. • Risk:Effective leaders take calculated risks when necessary to achieve their objectives. If a mistake is made, the effective leader will learn from the mistake and use it as an opportunity to explore other avenues.

    18. Attributes of a Leader • Dedication:The effective leader is dedicated to his or her charge, and will work assiduously on behalf of those following. The leader gives himself or herself entirely to the task when it is necessary. • Charisma:This may be the one attribute that is the most difficult to cultivate. It conveys maturity, respect for your followers, compassion, a fine sense of humor, and a love of humanity. The result is that leaders have the capability to motivate people to excel. (see next slide)

    19. Charisma • charisma is recognized as a major leadership quality • to lead others without charisma puts the leader at a disadvantage • many of the qualities associated with charisma can be developed • most effective method of developing or enhancing charisma include learning to express the feelings more assertively and becoming more enthusiastic, optimistic and energetic

    20. Attributes of a Leader • Listening: Leaders Listen! This is the most important attribute of all, listen to your followers. • Passion: Effective leaders believe passionately in their goals. They have a positive outlook on who they are, and they love what they do. Their passion for life is a guiding star for others to follow, because they radiate promise! There is a difference between emotion and passion, let’s see where YOU fit in…

    21. Task #2Emotional Expressiveness • Do not write your name on the questionnaire since it contains your most personal data. • Circle the number you feel appropriate • To obtain the total score add the numbers you encircled

    22. 90-100: Your level of emotionality could be interfering with your charisma. Many others interpret your behavior as out of control. 70-89: Your level of emotionality is about right for a charismatic individual. You are emotionally expressive, yet your level of emotion is not so intense as to be bothersome. 10-69: Your level of emotionality is probably too low to enhance your charisma. To become more charismatic and dynamic, you must work hard at expressing your feelings. Emotional Expressiveness Scale

    23. From your total score you can judge how much development you need to become emotionally expressive. People who want to improve their leadership effectiveness often need to enhance their emotional expressiveness. They might need to learn how to express feelings in more constructive way to be truly charismatic. Emotional expressiveness may contribute to charisma only 90 percent of the time. Note Bene: The principles of leadership are not as accurate as those for chemistry or physics. Emotional Expressiveness Scale

    24. Self-Confidence How can you build up your self-confidence? • Think positive thoughts about yourself • Write down your good points to boost your self-confidence • Visualize a more powerful you • Follow a few easy victories with bigger challenges • Deal creatively with the emotional turmoil associated with adversity

    25. Thinking Leaders • pay attention to their intuition • recognize the importance of being a big thinker for effective leadership • ask tough questions • enhance their ability to read people whenever possible

    26. Communication Leaders use • heavy-impact, embellishing language • metaphors, analogies, and anecdotes for inspiring group members • skillfully body language • power-oriented language style for a comprehensive approach avoid detractors such as junk words, vocalized pauses, insipid clichés threadbare anecdotes, and turning to many nouns into verbs

    27. Power In order to increase their power leaders • develop a network of people with power • work on critical organizational problems • perform well on small projects • form coalitions as a sophisticated method • try to make an outside expert to agree with your position

    28. Multicultural Leader • develops his cultural sensitivity by observing and understanding cultural differences • appreciates the wide variety of people who fit under the diversity umbrella, such as recognizing that workers differ from one another • recognizes differences in cultural attitudes and values in such dimensions as formality versus informality and attitude toward time • establishes a good strategy for motivating people from different cultures including identifying their motivation

    29. Attributes of a Leader • Integrity:Because they know who they are, effective leaders are also aware of their weaknesses. They only make promises they can follow through on. • Honesty:Leaders convey an aura of honesty in both their professional and their personal lives. Effective leaders earn the trust of their followers and act on behalf of their followers.

    30. Task #3Assessing your Ethical Belief Questionnaire 20 Questions (1 to 5 points) Do not write your name on the questionnaire since it contains your most personal data. Circle the number you feel appropriate to obtain the total score add the numbers you encircled. You have five (5) minutes to do this

    31. Ethical Reasoning Inventory Scoring and interpretation: • 90-100: You are a strongly ethical person who may take a little ribbing from coworkers for being too straitlaced. • 60-89: You show an average degree of ethnical awareness and therefore should become more sensitive to ethical issues • 41-59: Your ethics are underdeveloped, but you at least have some awareness about ethical issues. • 20-40: Your ethics are far below contemporary standards in business. Begin a serious study of business ethics.

    32. The Image of a Leader

    33. Image • I'mage(noun) 1. form,semblance; counterpart as regards appearance(That person is the image of anengineer.) 2. simile, metaphor; mental representation; idea, conception; character of thing or person as perceived by the public. • Imageincludes everything: the way you talk and dress the way you act your attitude to others at work and play.

    34. What are your personal career objectives? 1. to identify problems and create winning solutions to solve them? 2. to lead effectively, with inspiration; to motivate? 3. to be in control of your world; to make things happen for you? 4. to manage your personal resources effectively? 5. to be the president of your own company? 6. to be a millionaire, if you aren't already?

    35. Who are you? Do you give warm fuzzies? Do you smile a lot? Do you feel dynamic and energized, and show it? Do you feel comfortable in a group? Or: do you hand out cold pricklies? Do you frown a lot? Do you feel tired and drained of energy, and show it? Do you feel uncomfortable in a group?

    36. What’s your image? When people think about you, do they equate your image with a dynamic, interested, competent person? Are you the sort of person who makes things happen, at home, at work or at play? Or: do people think you are merely occupying a spot in the universe? That you are waiting for the next millennium? Are you the sort of person who waits for someone else to make things happen?

    37. The way you stand or sit: 1. indicates whether you are an open person, easily approachable. 2. says whether you are friendly 3. tells others whether you could be a good team player 4. suggests that you are frank and honest 5. tells others what you really think of themshows whether you are part of the team

    38. The way you dress: 1. indicates whether you have conventional ideasor whether you are “a radical” 2. shows how neat you are 3. suggests whether you will fit in with the company's image 4. makes a statement about whether or not you care enough to find out about the company, its image and its objectives 5. shows indirectly whether you are confident, whether or not you believe in yourself

    39. The way you write conveys: 1. whether you are warm and friendly or appear cool and reserved 2. whether you are dynamic and energetic or are lethargic and procrastinate 3. an image of you as either intuitive in solving problems, orlogical, solving problems step by step 4. whether or not you want to communicate with others 5. whether you try to avoid conflict or seek it 6. whether you are materialistic or idealistic

    40. Conclusions: Communication 1. communication is a holistic concept: every thing we do conveys something about ourselves 2. if you want to achieve greatness in your chosen objectives you must communicate holistically. It is not enough to write well or to know a lot of big words. You must be able to project an image that will lead to success

    41. Conclusions: Behavior 3. You can change your behavior pattern by changing the way you appear to others 4. If you want to change your behavior pattern, you must change everything about yourself

    42. What is the bottom line? 1. You are in control of your environment! You can make every setback an opportunity for success. 2. You can be anything you can be! Whatever you want to be is entirely up to you. 3. Become the person you want to be! Dress like that person, talk like that person, act like that person, write like that person, and that will be you.

    43. Leader versus Manager

    44. Management and Leadership John Kotter: Harvard Business Review, May-June 1990

    45. Leadership versus Management How does a leader differ from a manager? Managers, have the following attributes, they • develop a vision for the enterprise. • consider alternatives to design. • estimate costs involved. • establish risks to the organization. • develop a schedule for the project. • include decision steps.

    46. Managers… • perform administrative tasks. • report to senior management. • money and job security play a major role in management effectiveness - they act as deficiency motivators.

    47. Leaders… • Manage change in an orderly fashion. • Keep the team motivated and informed. • Review responsibilities and goals with each team player. • State clearly the basis for evaluation and where each person fits in the organization.

    48. A Leader will: • Monitor progress. • Set directionsset expected achievements for each individual within the next work period. • Show the team members where they fit in achieving unit goals.

    49. Ask Yourself... • Are you satisfied with your career? • Do you know what you want to accomplish? • Are you accomplishing all you can? • Are you an effective leader? • Do you want to grow in your career and as a person? • Do you know what you have to do? • Are you happy?

    50. Being a Leader, Being a Boss If you want to get ahead, be a leader, be a boss, or be a better boss assume: • That everything that happens to you results in a situation that is within your control. • That the attitude you convey is what you are judged on. • That what you think and do in your private life is what you will reap in your public or corporate life. • You are what you think - and believe. • If you never meet a challenge you will never find out what you are worth.