GROUP MEMBERS :
1) FATIN FARAHIN BITI SHAFFIE 2 ) NOOR APIDAH BITI DIN3 ) SITI NUR DZAFIRAH BINTI MOHD NAZRI4) TAN HUI LING5 ) TAN SI HUI6 ) YAP CHIEW YEE
DEVELOPING LEADERSHIP SKILLS
3 MAJOR LEADERSHIP COMPETENCIES
DEVELOPMENTAL ACTIVITIES
SELF HELP ACTIVITIES
FORMAL TRAINING
LEADERSHIP TRAINING PROGRAM (FORMAL)
Designed to increase generic skills and behavior relevant for managerial effectiveness and advancement.
Consisted of many forms
-few hours(narrow set of skills)
-a year/more(wide range of skills) Number of training programs are based
on application of leadership theories.
DESIGNING EFFECTIVE TRAINING
Conditions foe successful training
Explanation
1.Clear learning objectives
•Specific
2.Clear, meaningful content
•Concrete and relevant•Easy to remember•Summaries or restatements
3.Appropriate sequencing of content
Simple to complexComplex materials broken into components or modules
4.Appropriate mix of training methods
•According to trainee’s current condition•Appropriate with training condition and setting
5.Opportunity for active practice
•Apply the principles and to varying the situations•Adapt accordingly
6.Relevant, timely feedback
•Trainee receive relevant feedback
7. Trainee self confident •Enhance trainee self efficacy and expectations•Praise and encouragement
8. Appropriate follow-up activities
•Follow-up session after the training program•Trainee carry out specific projects-skills learned in training
SPECIAL TECHNIQUES FOR LEADERSHIP TRAINING
1) Behavior Role Modeling Combination of demonstration & role
playing to enhance interpersonal skills Short videotape show effective behaviors Trainer modeling demonstration
appropriate behaviors & trainees practice learning points
Develop action plans for implementing the behavior guidelines back on job
Burke and Day (1986)—meta-analysis to evaluating behavior modeling
Useful for concrete behaviors Emphasize rigid, arbitrary learning
points unlikely to promote flexible & adaptive behavior
Remedy—explain general principles & devise alternative ways
2) Case DiscussionTo develop management skillsLong-cases—organization’s competitive
strategy & financial performance Detailed description of business situation
to determine how to deal with itBenefit—↑ understanding situation
managers encounterUses—(a) to show how problem appear
different to people
(b) to ↑ understanding about effective managerial behaviour
Detailed description of manager’s actions to identify appropriate & inappropriate behavior & make recommendations
(c) to assess a person’s ability
To analyze human relations problems & identify ways of handling interpersonal situations
3) Business Games and SimulationsBusiness Games Emphasize quantitative financial information Used to practice analytical & decision skills Used to assess training needs, success of prior
training, @ validity of a manager’s mental model
Simulations Analyze complex problems & make decision Deal with consequences of decisions & receive
feedback
Large-Scale Simulations Emphasize interpersonal skills Involves single hypothetical organization with
multiple divisions Participants:
(a)Assigned to different position of organization
(b) Carry out managerial responsibilities
(c) Provided extensive background information
(d) Given copies of recent correspondence
(e) Separate work spaces, but allowed communicate by various media
LEARNING FROM EXPERIENCE
1) Amount of Challenge Unusual problems to solve, difficult obstacles
to overcome, & risky decisions making Seek new behavior, view problems in new
ways, build new relationship, & learn new skills
Developmental Challenge Profit Failure as well as success Challenge excessive—giving up&withdrawing
2) Variety of Tasks or AssignmentsAdaptation to new situation & deal with
different types of problems and hardships
Early experience require different leadership behavior and skills
Ways to provide–making special developmental assignments, providing assignments in both line & staff positions, making both foreign & domestic assignments
3) Relevant Feedback Operational assignments, get accurate
feedback about behavior & consequences
Willingness accept feedback depends on traits related to managerial effectiveness
Defensive & insecure ’s people—avoid information of weaknesses
No have high internal locus of control ’s people—improve skills & future performance
Developmental activities
Multisource feedback
Developmental
assessment centers
Developmental
assignments
MULTISOURCE FEEDBACK
Purpose
Assess strength
Developmental needs
How ?
Receive information
Standardize questionnaire
Accurate feedback
Behavior
Meaningful
Easy to observe
Representative
Interact frequently
Adequate opportunity
respondent
Understand survey purpose
Know how result will be used
Ensure answer confidentiality
How it is presented to managers
Interpret alone
One-on-one meeting
Group workshop with facilitator
Skillimprovement
Meet raters
Skill training
Coaching
Many feedback
cycle
Reward decisions
Types of developmental assignments
Concurrently with job responsibilities Temporary leave
Concurrently with job responsibilities
Manage new project
Department representative
Deal serious operational problem
Develop & conduct program
Temporary leaveWorking in assessment center
Serve staff member for exceptional leader
Serve in temporary liaison position
Serve in visiting assignment
Ways to improve developmental assignment
Match to needs and career aspirations
Challenges & benefits should
be tracked
Related to career counseling & succession planning
Reflect on the experience & identify the
lessons
JOB ROTATION PROGRAMS
1. Work in different functional subunits, 6 months to 3 years.
2. Developmental reasons, not promotion decision.
3. Learn:Cooperative relationshipTechnical problemsInterdependenciesLarge network of contacts
4. Benefits: ↑managerial, technical, business skills and
knowledge.
5. Arguments Increase skills →facilitate promotion Highly skilled & promotable →job rotation
programs.
6. Costs Lower productivity Lower satisfaction for people.
Action Learning1. Combining formal training with learning from
experience
2. Two types: Formal training Mutual coaching and mentoring
3. Steps: Important organizational problems Identifies people who can contribute to problem
solving Group meet to devise solution Discuss what was learned.
4. Scope of project narrow = learn less skills
Project with considerable challenge = learning of leadership skills
Mentoring
1. Experienced manager/mentor help less experienced protégé.
2. Psychological function and career-facilitation function.
3. Results more career advancement and success for protégé.
Greater career development when mentor is successful and relationship lasts for long period of time.
4. Informal mentoring usually more successful than formal mentoring programs.
5. Success of formal mentoring program probably can increased by:
Making participation voluntary Providing mentors choice of protégé Explaining benefits and pitfalls Clarify expected
EXECUTIVE COACHING
Provide for high –level executive
Advantages external coach
- wider experience
- greater objectivity
- more confidentiality
Advantages internal coach
- easy availability
- more knowledge of culture and politics
- better understanding of strategic
challenges and core competencies
Objective of coaching
Provide information
about developmental
needs
To change idea with more expert one
Provide executive with
the unusual opportunity to
discuss
Provide advice on how to
handle challenges
To facilitate learning of
relevant skills
Advantages of coaching Formal training courses Convenience Improve confidentiality Flexibility More personal attention
Disadvantages of coaching increase the cost in getting the coach Use of limited time
Limitation of study Shortage of competent coaches
Examples of coaching
Developing subordinates
Conducting meetings
Initiating change
Team buildingHandling conflicts
Building relationship
Influence people
Enhanced listening and
communication skills
Outdoor Challenge Programs Physical activities perform by a group of people in an
outdoor setting Requires mutual trust and cooperation among group
members Provide coaching and encouragement Help participants understands link between their
experience and organizational life
Purposes: To build self-growth and team building To increase self-confidence, self-control , risk taking,
willingness to give and receive trust
Personal Growth Programs
To improve self-awareness To overcome inner barriers to psychological growth and
development of leadership competencies To enhance level of emotional and moral development
Assumption: Many people have lost touch with their inner feelings
and values Inner fears and conflicts limit creativity and risk-taking
SELF-HELP ACTIVITIES
GUIDELINES FOR SELF-DEVELOPMENT OF LEADERSHIP SKILLSDevelop a personal vision of career objectivesSeek appropriate mentorsSeek challenging assignmentsImprove self-monitoringseek relevant feedbackLearn from mistakesLearn to view events from multiple perspectivesBe skeptical of easy answers
FACILITATING CONDITIONS FOR LEADERSHIP DEVELOPMENT
• Provide guidance and praise
• Encourage them to solve problem independently
Support by boss
• Provide awards for improvement and innovations
• Establish flexible work schedule
Learning climate
•Make job assignments that provide adequate developmental opportunities
Developmental criteria
for placement decisions
SYSTEM PERSPECTIVE
ON LEADERSHIP DEVELOPMENT
Use appropriate formal training programs, developmental activities, self-help activities
Have a developmental facilitator or committee for planning and coordinatingEmphasis on leadership development rather than leader developmentLeadership development must be
consistent with organization’s competitive strategy
That is all from us…..
Thank you for paying attention.
Any questions??