LEADERSAPAMSA Leadership Development Module

Leadership Development

Leaders must continually read the situation and adapt their behavior to adjust favorably

Leaders must understand task requirements, constraints, and interpersonal processes to decide a course of action

Leaders

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

Leadership Development

Leaders

Review the following leadership behaviors to enhance team performance and satisfaction

Identify one leadership behavior that you find most challenging to practice and briefly explain the key reason(s) why this is the case

Leadership Challenge (4)

Leadership Development Guidelines For Leaders

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

Leaders

Maintain situational awareness by understanding relevant aspects of the situation

5-Why’s approach: Consider the problem and ask yourself “why?” this situation arose. Upon recognizing the circumstances that led to the problem, ask again “why?” you were under those circumstances, and upon learning the reason, ask again “why?” that was the case…and so on, until you understand the situational path that led you to your current problem

Situational Awareness

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

Leaders

Allow more time for planning long, complex tasks

Goal of planning is to know in advance the steps required to accomplish a task efficiently and effectively

Identify necessary and unnecessary activities, determine optimal sequence and timing of activities, delegate responsibility for needed task, and allot resources by priority

Planning

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

Leaders

Consult with people who have relevant knowledge and skills

Consult with others who share similar goals and priorities

Quality of decisions improve when persons with both relevant expertise and task commitment are involved in the decision making process

Consult With Others

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

Leaders

Give more direction to people with interdependent, collaborative roles

Overlapping roles among team members can cause role confusion

Avoid confusion by coordinating and directing activities to emphasize integrated effort

Guide Collaboration

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

Leaders

Give more direction and updates when in a crisis

Direction is most critical when the team must react quickly in a coordinated way

Keep everyone informed about what is being done

Leaders must remain calm and deal with a crisis in a systematic but decisive manner, and stay optimistic

Lead In A Crisis

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

Leaders

Monitor a critical task or inexperienced person more closely

Detect and correct work issues immediately, undetected problems will get worse and can become more difficult to correct

Probing but non-judgmental style of monitoring is better than a threatening, critical tone

Monitor Critical Tasks

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

Leaders

Performing new tasks requires organized training and coaching of personnel

Evaluate performance of tasks step-by-step to address specific issues of missed steps, unnecessary steps, or poorly performed steps

Ask the person to explain their actions and what they think should be done to correct it

Give Coaching

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

Leaders

Support those who are under high stress

Emotionally stressed people will not be effective team members

Reduce factors that lead to stress by showing appreciation, listening to complaints, giving assistance if needed, buffering the person from unnecessary demands, creating a relaxing environment to work in

Be Supportive

Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

Leadership Development

Leaders Certain leadership behaviors are more likely to

increase team performance and satisfaction

Leaders must continually read the situation and determine how to adapt their behavior to it

Utilize these guidelines to that determine which course of action is most likely to be successful

Summary

Leadership Application

Followers Our next module discusses guidelines for team

members to improve relations with leadership, resist improper influence, provide feedback, and challenge flawed ideas

Next Topic…

Leadership Development

G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 240-243

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