Académique Documents
Professionnel Documents
Culture Documents
for Organisational
Excellence
1.0 Introduction
Training Program
Objectives
Delegating
Coaching and mentoring
Motivating
Feedback
What is change
What is Change?
Change is
Planned Change
ADKAR Model
Post
Implementation
Implementation
Successful
Change
Concept and
Design
Business Need
Awareness
Desire
Knowledge
Ability
Reinforcement
Leadership model
RESULTS
Recognition
JOBS
Communications
MY
EMPLOYEES
On-the-Job Training
TASKS
PERFORMANCE
Feedback
Performance Gap
Charisma
Individual Consideration
Intellectual Stimulation
Courage
Dependability
Flexibility
Integrity
Judgment
Respect for Others
NO INFLUENCE
INFLUENCE
CONTROL
Leadership Style
What is Leadership style?
It is pattern of behaviour you use when you are
trying to influence the behaviours of others as
perceived by others.
It involves problem solving and decision making
processes.
Situational Leadership II
Situational Leadership II is a model for developing
people and a way for leaders to help their
employees become self-reliant achievers.
It is a strategy for releasing energy and creativity in
the organization and for aligning individual and
organizational goals.
Situational leaders, and the people they manage,
are more skillful, adaptable, and open to new
challenges.
Situational Leadership II
Why is Leadership Style Situational?
Individual behavior is not consistent.
Different people behave differently.
Certain situations may demand a specific style.
The three skills of Situational Leadership II
Flexibility
Diagnosis
Contracting for Leadership Style
Diagnosis
The ability to accurately assess the needs of the
follower in a specific situation
Partnering for performance
The ability to reach a mutual understanding with each
follower regarding the leadership style which most
effectively meets his/her present needs in a specific
situation. This opens up communication and helps
the leader and the follower to focus on achieving
organizational goals.
S S 1 Directing
S S 2 Coaching
S S 3 Supporting
S S 4 Delegating
Directing
Coaching
High directive, high supportive
Leader now attempts to hear followers suggestion,
opinions and ideas
Two - way communication
Control over decision-making remains with the
leader
Supporting
Low directive, high supportive
Leader actively hears followers suggestion,
opinions and ideas
Two way communication
Control over decision making remains with the
followers
Delegating
How To Lead
Analyse the issue dispassionately and objectively
Try to get to the root of the issue and the
underlying cause
Classify the issue into a knowledge/ skill/attitude or
external block issue
Identify the right leadership style to use
Take team member/subordinate acceptance
Use the identified style
Get feedback
Summary of Learning
Developing Leadership Qualities
In this module, you learnt that:
Contd
Summary of Learning
Decision Making
In this session your learnt:
5.0 Delegation
What is Delegation?
Theory of Multiplication
Think About This!!
Benefits of Delegation
Tasks to Delegate
Routine
Trivia
Special skills
Chores
Pet projects
Ritual
Policy making
Specific personnel matters
Crises
Confidential matters
Summary of Learning
In this session, you
Module Objectives
Coaching and Counseling
By the end of this session you will be able to:
Coaching
Counseling
A supportive process by a leader to help
an employee define and work through
personal problems that affect job
performance.
Step 4
Reach
agreement
Step 3
Discuss your
views
Step 2
Get
employees
views
Step 1
Start the
meeting
Step 5
Find
Resolution
Summary of Learning
- Coaching and Counseling
In this module, you:
7.0 Feedback
What is feedback?
Information on past or current
performance which allows people to
maintain or change behaviour
Developmental
Feedback you give to change or modify
behaviour
Feedback should be
structured in three parts
What worked
What didnt work or got stuck
What we can do differently
Describe
Acknowledge
Specify
Reaffirm
Looking at Looking
A big part of the 360 degree input process is
observing. To make it work, it is important to
understand not only how to observe, but
what to observe. Its not as hard as you might
think.
Quite simply, you will need to learn to observe
behaviours. What is a behaviour?
Physical need/drive
Stimulus
Social / intellectual/
Emotional need
Behaviour
Response
Behaviour
Satisfaction/Frustration
Outcome
Satisfaction/Frustration
Benefits of Personal
Motivation
Resources
Achievemen
t
Resources
Support
MANAGER
EMPLOYEE
Successful
Business
Outcomes
Employee Growth
(Skills, Experience,Confidence)
Reports
Summary of Learning
In this session, you learnt:
Module Objectives
-Resolving Conflicts
Conflict is inevitable
Conflict is not a dirty word
Conflict arises for many reasons and
can take many forms
Assertiveness
(Extent to which you try to meet your own needs)
Thomas-Kilman Model
Competing
Using power
to win
Collaborating
Digging in; identifying
alternatives; exploring
differences; being
creative
Accommodating
expedient, mutually
acceptable;
middle ground
'split the difference'
exchange concessions
Avoiding
side stepping,
postponing,
withdrawing
Compromising
giving in,
yielding,
obeying
Coo
per
ativ
ene
ss
(Ext
ent
to
whic
h
you
try
to
mee
t the
nee
ds
of
othe
rs)
Summary of Learning
In this module you: