STRUCTURE OF LESSON DELIVERY

presentation on UNDERSTANDING LEADERSHIP AND MANAGEMENT Corrections Course- (HPSS)Embakasi, NAIROBI KENYA.Presented by DANIEL O ORYEM (PST )(Senior management consult ant and trainer- Nairobi )14th NOVEMBER 2013

STRUCTURE OF LESSON DELIVERY • Objective of the session. • Introduction and background. • The concept of leadership and management • Leadership skills and qualities. • Leadership styles and decision making. • Management skills and principles effects of culture on leaderships. • Best practices. • Leadership challenges.

OBJECTIVE OF THE SESSION At the end of the module: • The participants should have an understanding of the leadership and management. • know the various principles and styles of leadership that apply to prison managers. • Be able to acquire the skills required in leadership of their department • Be able to inspire and motivate the workers • Be efficient and effective in their area of work.

INTRODUCTION AND BACKGROUND • The prison institution just like any other organization has a crucial mandate to be fulfilled by its staff. An organization is made up a group of people who have come together to achieve a common objective and are willing to be bound by a structure. Proper leadership and management is therefore important for any correction institutions to fulfill their mandate. The role of prison department can not be taken lightly in the administration of justice.

Cont’d • In this module: 3.2- Understanding leadership and management we shall discus the key leadership and management concepts to empower those in charged with the management of prisons or correction institutions to perform their role effectively. • The module will focuses on the necessary skills that managers require in ensuring that the day to day in the correction institutions are carried out in inline the the Vision mission and the policy of the entire institution.

Cont’d The main functions of any correction institution may broadly include and not be limited to: • The provision of safe custody for the inmates, those remanded and those who have already been sentenced. • Rehabilitation of those in custody and • Facilitation of justice. and this cannot be achieved without for proper leadership and management of the institutions as the managers have to plan, organize direct, guide the prison staff to work efficiently. The manager must motivate and inspire the work force, foster team spirit, communicate and consult through meetings to achieve the corporate goals.

Cont’d The managerial aspect of Prison administration involves the supervision of all the duties expected of a department, which include among others: • Maintaining the order within the institution • Enforcing facility rules, regulations, and applicable legislation • Searching inmates and enforcing contrabands

Cont’d • Transporting inmates to courts ,other prison facilities or into the community( e.g for medical treatment , escorted day pass etc) • Providing first response in the event of assault ,riot, fire, medical emergencies etc. • Tactical response for on going emergencies, such as riot, hostage taking or other major crises

CONCEPTS OF LEADERSHIP • Leadership is a 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. • Managers can use this resource to inspire staff to higher levels of teamwork. To be able to be effective, leadership concepts must be understood of in terms of what a leader must be, know, and do.

ARE GOOD LEADERS BORN OR MADE • Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. This guide will help you through that process. • To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.

THEORIES ON HOW LEADESRHIP ARISE • Bass' (1989 & 1990) theory of leadership states that there are three basic ways to explain how people become leaders. • These theories are: • 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. It is the most widely accepted theory today and the premise on which this guide is based.

Cont’d • Great Man Theories • Leaders are exceptional people, born with innate qualities, destined to lead • Term 'man' was intentional - concept was primarily male, military and Western • Trait Theories • Research on traits or qualities associated with leadership are numerous • Traits are hard to measure. For example, how do we measure honesty or integrity?

Cont’d Leadership traits Leadership Skills • Adaptable to situations • Alert to social environment • Ambitious and achievement orientated • Assertive • Cooperative • Decisive • Dependable • Dominant (desire to influence others) • Energetic (high activity level) • Persistent • Self-confident • Tolerant of stress • Willing to assume responsibility • Clever (intelligent) • Conceptually skilled • Creative • Diplomatic and tactful • Fluent in speaking • Knowledgeable about group task • Organised (administrative ability) • Persuasive • Socially skilled.

Cont’d • Functional Theories (John Adair, Action Centred Leadership, 1970) .Leader is concerned with the interaction of 3 areas: • Task – goal setting, methods and process • Team – effective interaction/communication, clarify roles, team morale • Individual – attention to behaviour, feelings, coaching,

Cont’d • Behaviourist Theories (Blake and Mouton, Managerial grid, 1964) • Leaders behaviour and actions, rather than their traits and skills e.g. production orientated or people orientated • Different leadership behaviours categorised as ‘leadership styles’ e.g. autocratic, persuasive, consultative, democratic • Doesn’t provide guide to effective leadership in different situations

Cont’d • Situational/contingency Leadership (Hersey-Blanchard, 1970/80)Leadership style changes according to the 'situation‘ and in response to the individuals being managed – their competency and motivation • New Leadership Theory - Transformational Theory (Bass and Avolio, 1994) • Leaders inspire individuals, develop trust, and encourage creativity and personal growth • Individuals develop a sense of purpose to benefit the group, organisation or society. This goes beyond their own self-interests and an exchange of rewards or recognition for effort or loyalty.

BUT CAN ANYBODY BECOME A LEADER? • “NO!” This is of course true, because one who wants to become a leader has to have certain significant trait, which are: • ”Supervisory ability: planning, organizing, influencing and controlling the work of others. • Need for occupational achievement: The seeking of responsibility and the desire for success. • Intelligence: Creative and verbal ability including judgment, reasoning and thinking capacity • Decisiveness: Ability to make decisions and solve problems competently.

DEFINITION OF TERMS • DEFINITION OF LEADERSHIP Leadership is the ability to persuade or influence others to willingly do something more than they would have done, if they were left on their own. Quote “If your actions inspire others to dream more, learn more, do more and become more,-----You are a leader!” John Quincy Adams

Cont’d • Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills. • Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader...it simply makes you the boss. • Leadership differs in that it makes the followers want to achieve high goals, rather than simply bossing people around.

SOURCES OF INFLUENCE OR POWER • According to Patrick J. Montana and Bruce H. Charnov, the ability to attain these unique powers is what enables leadership to influence subordinates and peers by controlling organizational resources. • The authors distinguish the following types of organizational power: • Legitimate Power refers to the different types of professional positions within an organization structure that inherit such power (e.g. Manager, Vice President, Director, Supervisor, etc.). These levels of power correspond to the hierarchical executive levels within the organization itself.

Cont’d • Reward Power is the power given to managers that attain administrative power over a range of rewards (such as raises and promotions). Employees who work for managers desire the reward from the manager and will be influenced by receiving it as a result of work performance. • Coercive Power is the manager's ability to punish an employee. Punishment can be mild, such as a suspension, or serious, such as termination.

Cont’d • Expert Power is attained by the manager due to his or her own talents such as skills, knowledge, abilities, or previous experience. A manager who has this power within the organization may be a very valuable and important manager in the company. • Charisma Power: a manager who has charisma will have a positive influence on workers, and create the opportunity for interpersonal influence.

Cont’d • Referent Power is a power that is gained by association. A person who has power by association is often referred to as an assistant or deputy. • Information Power is gained by a person who has possession of important information at an important time when such information is needed to organizational functioning.

PRINCIPLES OF LEADERSHIP • To help you be, know, and do; (U.S. Army, 1973) follow these eleven principles of leadership . • Know yourself and seek self-improvement - In order to know yourself, you have to understand your own be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others. • Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks.

Cont’d • Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later -- do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. • Make sound and timely decisions - Use good problem solving, decision making, and planning tools. • Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi • Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers. • Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people.

Cont’d • Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities. • Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility. • Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs. • Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

THE CONCEPT OF MANAGEMENT Management the way we understand it today has come along way, the evolution of the theory started with: • The classical management theories – represented Henry Fayol and Max Weber the founder of bureaucracy-interested in originating work. • Then came the scientific management by Charles Taylor • The humanistic school or human relations - Elton mayo- interested in finding how people work better.

Cont’d • Then the system theory of management- that looked at every thing in terms of systems and their interrelatedness. • The contingency or situational theory of management, • The corporate strategy, - Broad grant strategy • Then strategic management- involved in selection of good areas of best result and seeking and environmental fit, and finally • The management of chaos by Tom peters-where the environment is very dynamic and requires scenario building.

MANAGEMENT DEFINED • Management can be said to be; the act of achieving results through the efforts of others. It is the establishments of a favorable environment to enable staff carry out their work. The Function of the manager is to: plan, direct, coordinate, control and evaluates performance of the people in the organization

Cont’d • Prison managers must be able to plan their work effectively. The need to get their objectives /goals setout and the must develop guidelines and procedure in how the objectives will be met. • Through planning the targets will be set. • Timeframe for accomplishment establish, • They should organize their departments and allocate the duties according to the job description ensuring he assigns those who are responsible to the task.

Cont’d • Planning will also involve determination of the resources required in terms of budgets; allowing for unforeseen occurrences. • The managers have to organize the staff and allocate duties and resources for the tasks to be carried out. • The managers also have to direct and guide the subordinates; which will require good communication skills, ability to listen keenly and provide leadership. • The manager must also coordinate the activities so that the departments don't work at cross purpose or engage in empire building.

Cont’d • Finally the manager must evaluate the outcome and level of performance whether they are acceptable, below acceptable of superior • The outcome must be linked to the plan and explanation sought as for the reason for the deviations whether positive or negative for possible readjustments.

Cont’d • Most activities in manager will need some kind of monitoring for control. There must be supervision. Management by walking around(MBWA). Continues daily, weekly or monthly reports on the progress or simply return forms and other tracking mechanism. • Informal and formal briefings and meetings when deemed necessary.

FUNCTIONS OF MANAGEMENT • Planning • Organizing -Resources mobilization. • Human Resource Management (HRM). • Financial / Budget Controls. • Property / Assets Management.

Organization structure and communication • For proper management there must be adequate and sufficient and information relayed from the superior to subordinates. This can take the form of briefing update, report and directives. • The main communication routes in organizations the Vertical communication; made up of the Downward and the upward communication routes. There is also the Horizontal communication or lateral routes

Cont’d • Many organizations encourage development of peer-to-peer relationships by providing social opportunities and team-building activities. The importance of teamwork in the workplace has increased in the 21st century, making these types of horizontal relationships especially important to organizational success. • The dangers of not developing a good vertical communication may lead to speculation and the flourishing grapevine communication. • Hindering horizontal communication may hinder team work and co-operation among the staff.

ARE ALL MANAGERS LEADERS • It is appropriate and ideal for all managers to be a leaders too, but unfortunately not all managers are leaders. • The essence of leadership is mainly the development and creation of the willingness of people to follow; it is the willingness of people to follow that makes one a leader (Koontz).

OTHER KEY MANAGEMENT DUTIES AND ROLES DELEGATION Delegation occurs when a superior assigns part of his/her duties to a subordinate according him/her the necessary authority but bares the responsibly for the final result or outcome. There point to note Here: No all responsibilities can be delegated. The delegatee must be well selected. Merits • Create confidence up coming leaders for promotion • Serves as a basis for training and development of subordinate staff. • Share of authority and responsibility. • Enable the senior to concentrate on urgent and press in issues( alleviate stress). Demerits : are some seniors think they will be out shined. The fear the task may not be accomplished.

HUMAN RESOURCE MANAGEMENT ROLE OF THE MANAGERS • Promotion • Remuneration • Security of work • Health insurance • Co-operatives membership • Better communication • Sound working environment • Allowed to participation in decision making. • Meritorious awards • The managers should orient new staff • Training in on the job experiences • Motivate the employee • Recommend promotion and discipline the staff • Counsel the employee and mentor them. • Manage their retirement of dismissal

CONTRAST OF LEADERSHIP AND MANAGEMENT Very often management and leadership are referred to as the same thing. But actually, these two are different in some ways. The most obvious differences are shown below. • Management is the process of getting things done through the efforts of other people. (Focuses on procedures and results) • Management suggests more formality & manager refers to a position in an organization. • Leadership is influencing of others to do what he/she wants them to do.(Influencing others i.e. human interaction) • A leader may have no formal title at all and rely on personal traits and style to influence followers.

THE 14 PRINCIPLES OF MANAGEMENT • Division of work/Labour.- This is to reduce the span of attention for any one person or group. • Authority -Is the right to give orders. • Discipline -This is the outward mark of respect in accordance to formal or informal set-ups. • Unity of command - One man one boss. • Unity of direction - One head one plan for the group, with the same objective.

Cont’d • Sub-ordination of individual interests to the general interest- he interest of one individual or one group should not prevail over that of the entire group. • Remuneration- Pay should be fair to both the employees and the firm • Centralisation- This is the location of powers in one central location in the organization usually at the headquarters. Decentralization is delegating of power to various sections of the organization. • Scalar chain- This is the line of authority from the top to the bottom of the organization.

Cont’d • Equity- This is a combination of kindness and justice towards employees • Orders-This is a command or instruction given to someone to carry out a task • Stability of tenure of personnel- Employees need to be given time to settle in their jobs. • Initiative- Within the limits of authority and discipline, all levels of staff should be encouraged to show initiative in their work. • Esprit de corps -This means harmony is a great strength to an organization therefore teamwork should be encouraged.

HOW MANAGERS MAY MOTIVATE STAFF • Motivation is a drive, move or urge that causes a person to undertake a certain action. Motive is the reason for action. It concerns the factor that pushes or pulls us to behave in certain ways. Motivation is made up of three components. • Direction: What a person is trying to do. • Effort: How hard a person is trying. • Persistence: How long a person continuous in trying. • A person may try very hard to avoid work this is motivated behavior, therefore direction is very important in motivation. • It should be remembered that motivation is not the only component of work performance but other factors such as ability, quality of equipment and co-ordination of the team members and efforts are important.

MODELS FOR STAFF MOTIVATION • NEED THEORIES- • These are based on the idea that there are psychological needs of biological origins which lie behind human behavior. • When our needs are unmet we experience tension or disequilibrium which we try to put right. An example is the Maslow’s need theory.

Cont’d Abraham Maslow proposed five classes of human needs namely; • Physiological: needs such as ; food, drink, sex etc. the most primitive biological needs, • Safety: Need for physical and psychological safety i.e. a predictable and non threatening environment. • Belongingness: Need to feel a sense of attachment to another person or group of persons. • Esteem: Need to feel a sense of attachment to another person or group of person’s self-worth. • Self Actualization: Need to fulfill ones potential to develop one’s capabilities and express them.

Level 5 needs are never entirely satisfied Self Actualization Needs - 5 Esteem Needs - 4 Belonging Needs - 3 Safety Needs - 2 Physiological Needs - 1 Once a lower level need is satisfied it ceases to motivate ABRAHAM MASLOW HIERARCHY OF NEED THEORY

Cont’d • HERTZBERG’S HYGIENE THEORY. • He developed the two factors theory and said i.e. the hygienic factors are those necessary for the organization to provide but even if they are provided it, it will not motivate the employees’ e.g. clean working environment, good office furniture etc. The others are the true motivators, that he said that will motivate the workers. • They include: Recognition, job satisfaction, challenging task, the work itself, responsibility, advancement and growth.

STRUCTURE OF LESSON DELIVERY