Learn 2 Lead Student Workbook 2018

A UTASConnect Program
Learn 2 Lead
2018
Student workbook
Learn 2 Lead
LEARN 2 LEAD 2018

Welcome to the University of Tasmania.
You are participating in a UTASConnect program from the
University of Tasmania’s Schools Engagement team.
We are learning to…

• provide students with the necessary skills to be a leader in
their school
• give students a resource they can use during the year
• demonstrate how the tasks undertaken contribute to 21st
century employability skills
• show students future University programs and courses.
What I’m looking for….

• Leadership roles and responsibilities
• Working in a team
• Event planning and management techniques
• The meaning of career how this contributes to a fulfilled
life.
• Introduction to event financial management practices
© This work may not be reproduced without the written consent of the PVCDQSE
Learn 2 Lead
LEARN 2 LEAD 2018
Learn 2 Lead
PROGRAM
ROLES & RESPONSIBILITIES
TEAMWORK
MANAGEMENT TECHNIQUES
EVENT PLANNING
FINANCIAL MANAGEMENT
REVIEW
4
Learn 2 Lead
LEARN 2 LEAD 2018
DISCOVER
YOU.
Find your
passion, life
purpose, and
t a ke a c t i o n
Learn 2 Lead
LEARN 2 LEAD 2018
ROLES &
RESPONSIBILITIES
Learn 2 Lead
LEARN 2 LEAD 2018

Effective leadership takes effort, commitment, and a passion for the
success of others. In this section, the seven qualities to be an effective
leader are discussed. By implementing these steps, you too can be an
effective leader.
Qualities of Effective Leadership
Being an effective leader is vital to have a positive influence in a business
setting and in managing employees. Barking orders, managing by fear, and
controlling others doesn't inspire employees or build trust. However,
extending respect to team members, leading with honesty and integrity,
and offering open communication will build trust faster than anything else
a leader can do.
There are seven keys to establishing effective leadership.
1. Having and sharing a vision

Effective leaders look forward to where the business is going long-term
and what needs to be done immediately to achieve great results in the
future. Walt Disney, one of the most renowned leaders of all time, had a
vision that was greater than most people could fathom. He knew he
wanted to provide a happy, safe, and fun way for families to spend time
together. He also wanted to create a theme park that was innovative and
more exciting than anything available. Jump ahead 70 years and the Walt
Disney Company is one of the most visionary organisations on the planet.
By sharing his vision with others, Walt Disney was able to create a team of
the most creative and imaginative people who shared in his dreams and
were inspired by his vision.
2. Inspires others - leading vs. managing

There is a difference between managing and leading. Managing is based
on control, organisation, and position power. Being an effective manager
means handling day-to-day and team details. A leader inspires, leads by
example, and helps people see the greatness in themselves. They manage
the day-to-day details in a way that prepares for success long-term.
Effective leadership is not about control, having power over others, or
being the ''boss.'' Effective leadership is inspiring team members to do
more, achieve more, and be more successful. As the employees become
more successful, the business becomes more successful. Steve Jobs, the
former CEO of Apple, was known as one of the most inspiring and
innovative leaders of his time. He was able to make Apple a household
name and create huge demand for their products. More importantly, he
was able to remove the limits for employees and encourage them to
develop amazing ideas for some of the greatest products on the market.
Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

3. Values the contribution of others
One key value of effective leaders is the ability to see how others' efforts
contribute to the success of the group. Rather than taking all of the credit
or needing the glory, leaders encourage and recognize the contribution
each member makes. When employees are valued, they continue to
improve. They want to bring their best performance to each activity in
which they are involved.
4. Hires the right people and allows them to do their job

Effective leaders understand the importance of hiring qualified individuals,
ensuring they have the tools and training they need, and then letting them
do their job. Micro-management and nit-picking are not characteristics of
competent leaders. If the right people are in the right positions, they
should be capable of performing their job and contributing to the team
projects. If a problem does arise, a leader handles it straight-forward,
quickly, and concisely. One of the most limiting characteristics of a
manager is trying to be involved in every decision, knowing every detail of
their employees' day, and limiting how much employees can do on their
own. On the other hand, if you have a manager who trusts you and
encourages you to manage your own work, you can get more done in a
shorter amount of time.
5. Provides feedback
Leaders understand the value of feedback. They understand the
importance of in-the-moment communication and handling issues before
they becoming large problems. Employees who work with competent
leaders know what is expected of them, how they are performing, and
that the leader's door is open if a problem arises.
6. Earns the trust of others

Effective leaders not only have a trusting relationship with their
employees, they are able to create trust with customers, vendors, and
partners. Through honesty, respect, and kindness, they build a trusting
relationship with those they interact with. They understand trust isn't
automatically given, it is earned. Effective leadership is based on being
direct, keeping a person's word, and conducting all business transactions
ethically. When a leader has the trust of their team, they can implement
new programs, exciting processes, and grow the business with the support
of their staff.

LEARN 2 LEAD 2018
7. Able to communicate
One of the most important qualities of an effective leader is the ability to
communicate. Being able to share information, ideas, and problems
clearly is critical to ensure others understand the issues and their role in
solving situations. If a leader cannot communicate, there will be confusion
and frustration within their team. Lack of clear communication also
creates situations where expectations are not met or projects are not
accurately completed. A leader who can successfully communicate can
share information in a meaningful way.
Summary
There are seven basic qualities of effective leaders: they have and share a
vision, inspire others, value the contribution of others, hire the right
people, provide feedback, earn the trust of others, and are able to
communicate. Effective leadership is based on respect, honesty, and
integrity. By communicating clearly and offering direct feedback, leaders
are able to inspire and encourage their teams.

LEARN 2 LEAD 2018
How can you be an effective leader?

Research the following five keys to being an effective leader:
1. FOCUS:
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
2. AUTHENTICITY:
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
3. COURAGE:
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
4. EMPATHY:
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
5. TIMING:
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
10

LEARN 2 LEAD 2018

Most of us are members of many different social groups, and several of
those groups have leaders. In this section, we define and discuss both
instrumental and expressive leadership in groups. We also cover three
leadership decision-making styles: authoritarian, democratic, and laissez-
faire.
Instrumental vs. Expressive Leadership

Many of us choose to be in social groups because there are number of
benefits that we receive as members. We may choose to be in a group for
instrumental (or task) reasons so that the other group members can help
us accomplish something. Or, we may choose to be in a group for
expressive (or emotional) reasons so that the other group members can
provide us with companionship, love, and security.
Think about our social groups in the context of leadership. There are
typically two types of leadership: instrumental and expressive.
Instrumental leadership focuses on achieving goals. Leaders who are
dominantly instrumental work to maintain productivity and ensure that
tasks are completed. They make good managers because they get the job
done. However, they are often so focused on the task that they can
alienate other members of the group.
Expressive leadership, on the other hand, focuses on maintaining group
cohesion. Leaders who are dominantly expressive work to maintain warm,
friendly relationships and ensure the collective well-being of the group.
They make good bosses because they truly care for their employees.
However, they are sometimes lacking efficiency and organisational skills.
Although most leaders are dominantly instrumental or expressive, both

styles are needed for groups to work effectively. So, the most effective
leaders have the ability to use the style that best fits the situation. They
can switch from being instrumental and focusing on the task, to being
expressive and focusing on collaboration, whenever they see a need.
11

LEARN 2 LEAD 2018

This Leadership Style Questionnaire helps incoming leaders understand
their preferred leadership style. The questionnaire provides three
categories of leadership style (Authoritative, Democratic, Laissez faire)
which are determined by a participant’s cumulative score. Additional
descriptions of each style are also included in the questionnaire that
provides further insight into each style
STATEMENTS Strongly Disagree Neutral Agree Strongly

Disagree Agree
1. Members need to be
supervised closely or they are not 1 2 3 4 5
likely to do their work.
2. It is fair to say that most
members in the general 1 2 3 4 5
population are lazy.
3. In complex situations, leaders
should let members work out 1 2 3 4 5
problems on their own.
4. Members want to be a part of
1 2 3 4 5
the decision-making process.
5. Providing guidance through
pressure is the key to being a 1 2 3 4 5
good leader.
6. As a rule, members must be
given rewards or punishments in
1 2 3 4 5
order to motivate them to
achieve organisational objectives.
7. Leadership requires staying out
of the way of members as they do 1 2 3 4 5
their work.
8. Most members want frequent
and supportive communication 1 2 3 4 5
from their leaders.
12

LEARN 2 LEAD 2018
STATEMENTS Strongly Disagree Neutral Agree Strongly

Disagree Agree
9. As a rule, leaders should let
members appraise their own 1 2 3 4 5
work.
10. Most members feel insecure
about their work and need 1 2 3 4 5
direction.
11. Leaders need to help
members accept responsibility 1 2 3 4 5
for completing their work.
12. Leaders should give members
complete freedom to solve 1 2 3 4 5
problems on their own.
13. In most situations members
1 2 3 4 5
prefer little input from the leader.
14. It is the leader’s job to help
1 2 3 4 5
members find their “passion”.
15. The leader is the chief judge
of the achievements of the 1 2 3 4 5
members of a group.
16. Effective leaders give orders
1 2 3 4 5
to clarify procedures.
17. In general, it is best to leave
1 2 3 4 5
members alone.
18. People are basically
competent and if given a task will 1 2 3 4 5
do a good job.
13

LEARN 2 LEAD 2018
3 LEADERSHIP STYLES
14

LEARN 2 LEAD 2018

Authoritarian Decision-Making
Beyond dominant leadership types and abilities, leaders also vary in their
decision-making styles. There are three basic styles of leadership decision-
making: authoritarian, democratic, and laissez-faire.
Authoritarian leaders make decisions on their own with no input from

group members.
Leaders who use authoritarian decision-making make all the major group
decisions and demand compliance from the group members. Authoritarian
leaders typically make decisions on their own and tell other group
members what to do and how to do it. Authoritarian leadership can be
beneficial when a decision needs to be made quickly or when a project or
situation is particularly stressful.
For example, imagine you're a member of the Greek army during the
Trojan War. It would have been beneficial for Odysseus to practice
authoritarian decision-making in order to determine who would perform
each task of building the Trojan Horse. You and the other soldiers would
not have had to worry about making complex decisions, but instead, you
could focus on your individual tasks. Imagine what would have happened
if all of those soldiers had spent days debating while in the midst of a war!
While authoritarian leadership can be beneficial at times, it is often the

case that it's more problematic. This type of decision-making is easily
abused, and authoritarian leaders are often viewed as bossy and
controlling. Because authoritarian leaders make decisions without
consulting the group, many group members may resent the leader
because they are unable to contribute ideas.
15

LEARN 2 LEAD 2018

Laissez-Faire Decision-Making
Laissez-faire, loosely translated, means 'to leave alone' in French.
Therefore, leaders who use laissez-faire decision-making let the groups
make their own decisions. They are only minimally involved, basically
sitting back and letting the group function on its own. Laissez-faire is
usually the least effective style of leadership decision-making.
Laissez-faire leadership can be effective for skilled and motivated groups

For example, imagine that the king of Atlantis was a laissez-faire leader
and charged a group of citizens with protecting the city from an oncoming
tsunami. The group was divided on the best solution, and since the king
never intervened and made a decision, no fortifications were made, the
city was lost, and history was made.
For the most part, laissez-faire decision-making is considered negative.

However, it can be effective in situations where group members are highly
skilled and motivated. If they are capable of working and making decisions
on their own, sometimes it is best to leave them to their own devices.
16

LEARN 2 LEAD 2018

Democratic Decision-Making
The next type of leadership decision-making is democratic. Leaders who
use democratic decision-making encourage group discussion and believe
in decision-making through consensus. Democratic leaders still make the
final decision, but do so only after carefully considering what other group
members have said. Usually, their decision goes with the majority.
Democratic leaders are generally the most popular. They make members
of the group feel included and promote teamwork and creativity.
For example, think about King Arthur and his knights. Most of us are
familiar with the famous round table, where all of the knights plus King
Arthur would sit in equal status. They would discuss problems in the
kingdom together and come to a consensus before King Arthur would take
action.
While democratic leadership has been described as the most effective

decision-making style, it does have a downside. The time that it takes to
reach a group consensus can be crippling for a project. In order for every
group member to be heard, discussion can last for a very long time. This
can lead to frustration and sometimes even uncompleted projects.
17

LEARN 2 LEAD 2018

Democratic Leadership: Definition
Democratic leadership in an organisation involves the redistribution of
power and authority between employees and managers to provide
employee involvement in decision making.
Features of Democratic Leadership

Let's start by noting that there is a conceptual difference between
leadership and authority. Authority is formalized power conferred upon an
individual to engage in certain activities sanctioned by some person or
institution with the power to confer the authority. For example, if you are
elected to the Senate, the citizens of your state have conferred upon you
the power to represent them. In the private sector, a board of directors
confers upon the CEO certain powers to implement board policies.
Leadership, on the other hand, can be thought of as the power of an

individual to influence others in belief or action. A leader may or may not
have formal authority, and someone with authority may or may not lead.
In other words, leadership isn't a position or office one holds but a
behaviour.
Democratic leadership attempts to manage with democratic principles,

such as self-determination, inclusiveness, equal participation and
deliberation. The following three features characterize democratic
leadership:
Distribution of responsibility - A manager that leads democratically will

distribute responsibility among his group to facilitate participation in
decision making.
Empowering group members - Leaders must empower their members so
that the members can accomplish their responsibilities. Empowerment
includes providing training and education necessary for delegated task
completion.
Aiding group decision-making process - A major role of a democratic
leader is to ensure democratic deliberation in making group decisions. This
means that a leader should act as a facilitator and mediator between
group members and ensure that a psychologically healthy and respectful
environment is maintained.
18

LEARN 2 LEAD 2018

Advantages and Disadvantages
Democratic leadership in the context of managing an organisation has
some advantages and disadvantages. Let's talk about some of the
advantages. Democratic leadership techniques generally will do a better
job creating job satisfaction because it fosters a sense of participation,
control and autonomy. Greater employee participation in decision-making
may also lead to greater innovation and creative solutions to problems
that will better serve an organisation.
Democratic leadership does present some disadvantages. A democratic

approach to management may not be as efficient as a more traditional,
centralized and authoritarian form of direction. Consequently, it may be
more costly to the organisation in time and resources. Accountability may
sometimes present a problem. When responsibility is diffused among
several different individuals or groups, accountability for mistakes or
failures may be harder to determine. And some organisations or tasks may
simply not be compatible with the type of employee participation required
for democratic leadership. For example, consider the effects of democratic
leadership in a military unit during combat.
Summary
Democratic leadership is an approach to management in which certain
democratic principles are encouraged, such as self-determination,
inclusiveness, equal participation and deliberation. While the manager in a
group may be the only one with formal authority, other members of the
group can serve leadership functions by influencing other members'
beliefs and behaviours.
Characteristics of democratic leadership include distribution of

responsibility, empowering group members and aiding group decision
making. Advantages of democratic leadership include creating employee
job satisfaction and encouraging innovation and creative solutions to
organisational issues and problems. Disadvantages can include reduction
of efficiency and problems with accountability.
Learning Outcomes
View the section, then see if you can:
1. Distinguish between authority and leadership

2. Define democratic leadership and describe its main features
3. Perceive the advantages and disadvantages of democratic
leadership
19

LEARN 2 LEAD 2018

Summary
In summary, leaders of groups can be divided into two different types:
instrumental and expressive. Leaders who are dominantly instrumental
focus on achieving goals and completing tasks, while leaders who are
dominantly expressive focus on maintaining group cohesion and ensuring
the collective well-being of the group. The most effective leaders have the
ability to be both instrumental and expressive, and choose which type of
leadership to use depending on the situation.
Beyond dominant leadership types and ability, leaders also vary in their
decision-making styles. There are three basic styles of leadership decision-
making: authoritarian, democratic, and laissez-faire. Authoritarian leaders
rule their groups, democratic leaders try to include everyone in the
decision-making process, and laissez-faire leaders let the group function
without much - if any - interference.
Authoritarian is effective when there is a time crunch or the situation is

particularly stressful. However, authoritarian leaders are typically disliked
by group members who would prefer to have a say. Democratic decision-
making is generally the most popular style, as it includes the entire group
and promotes cohesiveness. Laissez-faire decision-making is usually the
most ineffective and is only beneficial when the group members are highly
competent.
20

LEARN 2 LEAD 2018
21
Learn 2 Lead
LEARN 2 LEAD 2018

1. A democratic leader dominates staff
 True
 False
2. Leaders set direction in an organisation

 True
 False
3. Leaders should act powerful?

 True
 False
4. Leaders always exhibit professional behaviour

 True
 False
5. Honesty is not important to a leader, so long as they achieve what

they need to achieve
 True
 False
Score ___/5
Quiz 1 22

LEARN 2 LEAD 2018
23
Learn 2 Lead
LEARN 2 LEAD 2018

This section will discuss the types of skills a manager needs, including
technical, human, and conceptual skills. You'll learn how each of these skill
sets impacts a manager's ability to effectively lead his or her employees.
Managerial Skill Sets

Much like a professional basketball player needs to know how to dribble
and shoot a basketball, or how a home builder understands the process of
framing a house, managers also need to have a specific set of skills in
order to effectively perform their jobs. Managerial skills are what the
manager uses to assist the organisation in accomplishing its goals.
Specifically, a manager will make use of his or her own abilities, knowledge
base, experiences, and perspectives to increase the productivity of those
with whom they manage.
The toolbox for what a manager needs in order to perform their job
effectively, typically, fall into one of three categories: technical skills,
human skills, and conceptual skills. To give you a better understanding of
these skills, let's take a look at how each of these skills are applied by
Manny the Manager and his employee Kelly the Financial Analyst.
Technical Skills
Technical skills are those skills needed to accomplish a specific task. It is
the 'how to' skill set that allows a manager to complete his or her job.
These skills are the combination of formal education, training, and on-the-
job experience. Most employees expect their managers to have a technical
skill set above their own so that, when needed, an employee can come to
their manager to find out how to do something specific to their individual
job.
For example, let's say that part of Kelly the Financial Analyst's job is to
update a balance sheet each week. Kelly is a novice financial analyst and is
new to the company, so she's expecting her manager, Manny, to show her
how to perform this task initially, so that she can, eventually, do it on her
own. Therefore, it is essential for Manny to have the technical skills of how
to update a balance sheet so that he may, in turn, share that skill with
Kelly. As a low-level manager, technical skills are most important for
Manny due to how close his role is to the general workforce - in this case,
Kelly.
24

LEARN 2 LEAD 2018

Human Skills
The next type of skills a manager must have are human skills. These
interpersonal skills are what a manager will use to work with his or her
employees. Some people are born with good human skills; others must
work much harder at it. Human skills are critical for all managers because
they work with people. Managers with good human skills understand their
role inside the manager/employee relationship and how important things,
like trust, cohesion, fairness, empathy, and good will, are to the overall
success of the organisation. Human skills help the manager to
communicate, lead, and motivate an employee to work towards a higher
level of productivity.
For example, let's go back to Kelly and Manny. Imagine Kelly's job
description was changing to include a greater deal of responsibility but for
the same pay. Kelly is upset, and feels overwhelmed by this change.
Manny is a manager with good human skills, so he is able to empathize
and communicate his understanding of Kelly's frustration with the change
to her. Manny quickly works to find ways to motivate Kelly to continue to
work at a higher level, despite the additional workload being placed on
her.
Conceptual Skills
Conceptual skills are the final type of skills a manager must possess inside
their toolbox. The level of analytical ability to envision both the parts and
its sum directly translates into a manager's conceptual skill set. Essentially,
a manager's conceptual skills allow him or her to solve problems in a
strategic and calculated fashion. Conceptual skills are becoming
increasingly more important in today's chaotic business environment.
Managers are, continually, being challenged to think conceptually about
their organisations to develop action plans and harness resources to
achieve organisational goals. A manager with good conceptual skills can
look at a problem, break it down into manageable pieces, consider a
variety of possible solutions, all before putting it back together again in a
more effective and efficient manner. Conceptual skills are most important
for top managers but still important for middle and low-level managers as
well.
For Manny, using his conceptual skills might involve analysing problems
specific to his employees. Take, for example, Kelly's job changing. Before
Manny can use his human skills to empathize with Kelly's situation, he
must first also gather the facts so that he can provide a good rationale and
action plan to her. This means that Manny must consider why this change
is needed; who it will affect and in what manner; the greater good that it
will serve; how new performance measures will be created and assessed
for the additional responsibilities; what training will need to be provided
so that Kelly can perform her new responsibilities well; and the best way
to communicate the change to Kelly. Manny's conceptual skills help him to
see all of these elements so that he can have a better understanding of
the global impact it will have on his employee.
25

LEARN 2 LEAD 2018
REVIEW
26
Learn 2 Lead
LEARN 2 LEAD 2018
Research Activity
What do the following mean and how can you use these tools as a leader?
Plan-Do-Check-Act (PDCA)
Continually Improving, in a Methodical Way
Also known as the "Deming Wheel," "Shewhart Cycle" and PDSA
Swot analysis involves the collection and portrayal of information about

internal and external factors which have, or may have, an impact on
business.
Strengths: factors that give an edge for the company over its competitors.
Weaknesses: factors that can be harmful if used against the firm by its
competitors.
Opportunities: favourable situations which can bring a competitive
advantage.
Threats: unfavourable situations which can negatively affect the business.
27
Learn 2 Lead
LEARN 2 LEAD 2018

A Personal SWOT Example
What would a personal SWOT assessment look like? Review this SWOT
analysis for Carol, an advertising manager.
Strengths
• I'm very creative. I often impress others with a new perspective.
• I communicate well with my teachers and team mates.
• I have the ability to ask key questions.
• I'm completely committed to the success of projects I work on.
Weaknesses
• I have a strong, compulsive need to do things quickly and remove them
from my "to do" list, and sometimes the quality of my work suffers as a
result.
• This same need to get things done also causes me stress when I have too
many tasks.
• I get nervous when presenting ideas to others, and this fear of public
speaking often takes the passion out of my presentations.
Opportunities
• One of our schools past pupils is the manager of a local …….. we can use
to support our program.
• I'm attending a leadership program next month. This will allow for
strategic thinking, and also offer some great training seminars.
• Our will be running an event this year and I will have a role in the design
and implementation of the event.
Threats
• Simone, one of my classmates, is a much stronger speaker than I am,
and she's competing with me for the president position.
• I'm often overworked, and this negatively impacts my creativity.
• The current economic climate has resulted in slow uptake of sponsorship
for our end of year event.
28
Learn 2 Lead
LEARN 2 LEAD 2018

SWOT
Perform a personal swat analyses
29
Learn 2 Lead
LEARN 2 LEAD 2018

Summary
Managerial skills are necessary for a manager to perform their job
successfully. There are three different types of managerial skills, which
include technical skills, human skills, and conceptual skills.
Technical skills are the specific skill set used to perform a particular job,
such as writing a computer program, developing a budget, or analysing
sales trends. These skills are most important for low-level managers
because of how closely they work with employees performing the actual
job functions. Human skills include the ability for managers to work with,
motivate, encourage, empathize, and communicate with their employees.
These skills are important for all levels of management. Conceptual skills
are the manager's ability to think analytically about the organisation and
how to most effectively accomplish its goals. These skills become
increasingly more important the higher the management level.
30

LEARN 2 LEAD 2018
31
Learn 2 Lead
LEARN 2 LEAD 2018

There are many roles a manager has within an organisation. Henry
Mintzberg describes ten specific managerial roles most commonly seen
within organisations. This section will discuss each of these roles and what
behaviours are associated with them.
Henry Mintzberg's Managerial Roles

There are many roles a manager has within an organisation. Performing
these roles is the basis of a manager's job. To be effective at these roles, a
manager must be a complete businessperson by understanding the
strategic, tactical and operational responsibilities he or she holds. While
not always explicitly stated in a manager's job description, at any given
moment a manager might have to be a coach, a strategic planner, a liaison,
a cheerleader, a conflict manager, a realist, a problem solver, an organizer,
an optimist, a trainer and a decision maker. These roles can change from
day to day, but one thing is for sure: a manager must understand all of his
or her roles and how to perform them effectively. This means that a
manager must have a global understanding of all business functions,
organisational goals, his or her level of accountability and the appropriate
way to serve both internal and external clients of the organisation.
Henry Mintzberg spent much of his career researching the managerial

roles and behaviours of several chief executive officers, or CEOs.
Mintzberg discovered that managers spent most of their time engaging in
ten specific roles. He was able to then classify these roles into three
categories, including interpersonal, informational and decisional roles. To
better understand these roles, let's look at how they are applied by
Bernard the Boss as he goes through his daily routine as a manager at a
local grocery store.
32

LEARN 2 LEAD 2018

Interpersonal Roles
The first category of roles described by Mintzberg is called interpersonal
roles. These roles involve the behaviours associated with human
interaction. In other words, interpersonal roles are those roles that allow a
manager to interact with his or her employees for the purpose of
achieving organisational goals. There are three roles listed under
interpersonal roles, which include figurehead, leader and liaison. Let's look
at how these three roles are played out by Bernard.
When Bernard arrives at the store in the morning, he holds a daily

meeting for all employees who are working that day. He spends time
talking about daily specials and sales goals and motivates his employees
for the day by holding a friendly contest between the workers to try to sell
as many of the sale items as possible during their shift. He informs his
employees that the highest seller will win a $50 gift certificate for the
store. As a figurehead, Bernard the Boss has certain social, ceremonial and
legal responsibilities that his employees expect him to fulfil. Bernard is
seen as a source of inspiration and authority to his employees.
As Bernard goes about his day, he must make sure that he's monitoring
the performance of his employees and how well they are doing in their
sales. He checks with his employees periodically to make sure they
understand the products that are on sale and what key features to point
out, as well as to remind them of their goal of winning the contest.
Bernard the Boss's role as a leader requires him to direct and manage the
performance of his employees. He will spend time communicating
performance goals, training and mentoring employees, supporting
employee efforts, supplying resources, evaluating employee performance
and motivating employees toward a higher level of productivity.
Bernard does not leave all the selling up to his employees, because he
likes to maintain contact with his customers to better understand their
needs and how he can accommodate them. He stops and chats with
several customers throughout the day to get feedback on sale items and to
learn about products that his customers would like to see the store put on
sale in the future. Acting as a liaison is Bernard the Boss's final
interpersonal role. As a liaison, Bernard communicates with internal and
external members of the organisation. This networking activity is a critical
step in reaching organisational goals, especially those concerned with
customers.
33

LEARN 2 LEAD 2018

Informational Roles
The second category of managerial roles is informational roles. The
informational roles include those roles in which a manager must generate
and share knowledge to successfully achieve organisational goals. There
are three roles listed under informational roles, which include monitor,
disseminator and spokesperson.
After Bernard is comfortable with his employees' understanding of the

sales products and their goals, he heads back to his office to do some
research for what he will put on sale next week. Bernard spends time
reflecting on the feedback his employees gave and the information his
customers shared with him that day, and he also looks at what his
competitors are putting on sale at this time. The monitor role that Bernard
the Boss must fill involves the task of researching, locating and choosing
useful information. As a monitor, Bernard has to stay abreast to current
industry standards and changes occurring in both the internal and external
business environments. This also includes monitoring the performance of
employees and their level of productivity.
Bernard combines all of the information into a proposal for next week's
sale advertisement and forwards the information to upper management
for approval. He also spends some time previewing this information with
his employees so that they can begin to familiarize themselves with the
items. As a disseminator, Bernard must take the information he gathered
as a monitor and forward it on to the appropriate individuals.
Now that Bernard has approval from upper management, he creates the
advertisement for next week's sale items and begins to distribute it to his
customers. Acting as a spokesperson on behalf of the organisation is
Bernard's final informational role. As a spokesperson, Bernard
communicates information about the organisation to outside parties.
34

LEARN 2 LEAD 2018

Decisional Roles
The third category of managerial roles according to Mintzberg is called
decisional roles. Decisional roles include roles such as the entrepreneur,
disturbance-handler, resource-allocator and negotiator. All of these roles
involve the process of using information to make decisions.
Bernard checks in with his employees at midday and notices that some of
the sale items have not done as well as anticipated. After speaking with
his employees, he learns that the items that have not been selling are
sitting next to the generic brand on the shelves. These generic brands are
still less expensive than the sale items and are causing customers to
choose the less expensive version. Bernard makes the decision to move
these items to a special display area where they can sit by themselves and
hopefully attract more buyers. As an entrepreneur, Bernard the Boss is
focused on process improvement. He looks for ways to improve
productivity and efficiency within his organisation and directs the change
process from development to implementation.
As Bernard is setting up the display, he notices two of his employees

arguing over the contest, and he is not the only one. Customers have also
noticed, and some are starting to even leave the store. Bernard quickly
intervenes and helps to bring the employees to an agreement. Acting as a
disturbance-handler, Bernard serves as a conflict manager. He spends time
taking corrective action during times of dispute to remove any barriers
toward organisational success.
After the display is set up, Bernard heads back to his office and sees that
he has a voicemail. After checking the voicemail, he learns that one of his
employees who works the night shift has called out sick. He needs to
cover that shift and quickly begins to ask employees who are currently
working if they would mind working a double shift. He finds a replacement
and is then able to go back to his daily responsibilities. Determining the
best place for organisational resources to be distributed is what Bernard
does in his role as a resource-allocator. Taking the time to plan, dispense
and monitor resources is essential for Bernard to ensure that his
employees continue to be productive.
35

LEARN 2 LEAD 2018

Bernard the Boss ends his shift with a conference call with one of his
distributors. He learns that the store will now be charged an additional
$300 for each delivery. Bernard knows that he has to adhere to a set
budget that was based on the old delivery fees. He spends some time
negotiating with the distributor and comes to a compromise that the
additional fee will not be charged until next quarter, when he can account
for it in the budget. The negotiator role is the last of the decisional roles
that Bernard must fill. As a negotiator, Bernard acts as a representative for
the team, department or organisation during times of negotiation,
whereby he looks out for the best interests of the party he represents.
Mintzberg's Managerial Roles Today

Even though Mintzberg's research was conducted many years ago, his
discoveries of the ten managerial roles are still seen in business today.
Managers of all levels perform the roles described by Mintzberg on a daily
basis at organisations worldwide. Many managers assess their own
behaviours against those described by Mintzberg to become more self-
aware of how they can improve their managerial practices.
Summary
There are many roles a manager has within an organisation. Henry
Mintzberg described ten specific managerial roles most commonly seen
within organisations. Mintzberg classified the roles into three categories:
interpersonal roles, or those roles associated with human interaction;
informational roles, or those roles associated with sharing information and
decisional roles, or those roles involved in decision-making. Interpersonal
roles include the figurehead, leader and liaison. Informational roles
include the monitor, disseminator and spokesperson. Decisional roles
include the entrepreneur, disturbance-handler, resource-allocator and
negotiator.
36

LEARN 2 LEAD 2018
37
Learn 2 Lead
LEARN 2 LEAD 2018

1. Which category of roles does Sara the store manager use when she
makes up the weekly schedule for her employees ?
 Interpersonal
 Decisional
 Directive
 Informational
2. Fred the football coach must meet with the media and answer
questions about team performance after every game. Which one of
Mintzberg's managerial roles is Fred fulfilling?
 Speaker
 Monitor
 Spokesperson
 Disseminator
3. Rita is the regional manager for a clothing retailer. She attends a

ribbon cutting ceremony every time a new store opens for business.
Which one of Mintzberg's managerial roles is she fulfilling ?
 Liaison
 Communicator
 Leader
 Figurehead
Quiz 2 38

LEARN 2 LEAD 2018

4. Sal is a supervisor for a call centre. He constantly monitors his
employees' production and likes to walk around answering questions and
coaching the employees who require it. Which category of roles is Sal
fulfilling?
 Decisional
 Introspective
 Interpersonal
 Informational
5. When Mark the manager communicates his department resource needs

to company headquarters, which interpersonal role is he fulfilling ?
 Figurehead
 Liaison
 Leader
 Disseminator
Your score ___/5
Quiz 2 39

LEARN 2 LEAD 2018
REVIEW
40
Learn 2 Lead
LEARN 2 LEAD 2018

1. What does it mean to value the contribution of others?
 Encourage and recognize the work of others
 Keep people in their place
 Encourage employees to contribute funds to the charity drive
 Kiss up to the boss
2. How do effective leaders inspire others?

 Lead by example and see the greatness in their employees
 Stay in their office and have little interaction with their team
 Hire people to do daily work and leave the creativity to the manager
 Micro-manage their team so the employees won't have to be
responsible for the company's success
3. What is one way to earn the trust of others?

 Work behind closed doors so you don't bother employees
 Share secrets openly
 Being ethical in business endeavours
 Demanding trust and respect from the team
4. What does it mean to have and share a vision?

 A deeply moving spiritual experience
 Knowing where the business is headed long-term and pass on those
goals to the team/employees
 Having a quality eye exam
 Having a repeating dream that you analyse for a deeper meaning
Quiz 3 41
Learn 2 Lead
LEARN 2 LEAD 2018

5. Why is communication important for effective leadership?
 Effective leaders do not address problems because they don't want to
make employees feel bad
 All communication should be done via email to avoid confrontations
 Leaders that avoid communication are protecting their employees
 Effective leaders need to be able to share information, ideas, and
problems with their team
6. The transformational leader uses _____ to control how they are

viewed by their followers.
 charisma
 framing
 vision
 impression management
 force
7. What sets the transformational leader apart from many other

leadership styles is their ability to influence others to follow them
through all of the following, EXCEPT _____.
 extrinsic rewards
 framing
 impression management
 vision
8. The transformational leader uses individualized consideration,

intellectual stimulation, charisma, and _____ to convince employees to
transcend their personal interests for the sake of the larger organisation.
 extrinsic rewards
 idealized influence
 coercion
 mental pressure
Quiz 3 42
Learn 2 Lead
LEARN 2 LEAD 2018

9. Which of the following scenarios depicts intellectual stimulation?
 Jane empowers her team. For the most part, she allows them to work
autonomously and only intervenes when there is a problem.
 Whenever John's team is beginning a new project he holds
brainstorming sessions, and encourages them to propose new, creative
ideas for completing the project.
 Betina knows her team well, and assigns work based on their different
skills and experience levels.
 Mario's team knows he will always be the first one to volunteer for an
unpleasant assignment or task.
10. How is vision central to a transformational leader's goal?

 It ensures that each follower will be treated as an individual.
 It provides followers with a game plan in highly-measurable terms on
how they will accomplish their tasks.
 Before anyone can follow a leader, they need to have an idea of where
they are going and why through vision.
 It arouses a sense of excitement, motivation, and assurance in
followers.
Quiz 3 43
Learn 2 Lead
LEARN 2 LEAD 2018
TEAMWORK
44
Learn 2 Lead
LEARN 2 LEAD 2018
45
Learn 2 Lead
LEARN 2 LEAD 2018

What kind of training and preparation have you had that will help you contribute to the
team’s success in carrying out your shared vision?
1. ________________________________________________________________________
2. ________________________________________________________________________
3. ________________________________________________________________________
4. ________________________________________________________________________
5. ________________________________________________________________________
What are your strengths in your role as a student leader?

1. _______________________________________________________________________
2. _______________________________________________________________________
3. _______________________________________________________________________
4. _______________________________________________________________________
5. _______________________________________________________________________
What past successes have you achieved that would help you be successful in contributing
to the group’s success?
1. ______________________________________________________________________
2. ______________________________________________________________________
3. ______________________________________________________________________
4. ______________________________________________________________________
5. ______________________________________________________________________
Who are some people who believe in you, and what compliments have they given you?
1. ______________________________________________________________________
2. ______________________________________________________________________
3. ______________________________________________________________________
4. ______________________________________________________________________
5. ______________________________________________________________________
What source do you use the most when looking to build your confidence?
• _____________________________________________________________________
• _____________________________________________________________________
46
Learn 2 Lead TEAMWORK

LEARN 2 LEAD 2018
47

LEARN 2 LEAD 2018

Team Leader
A team leader is someone who provides direction, instructions and
guidance to a group of individuals, who can also be known as a team, for
the purpose of achieving a certain goal. An effective leader will know her
team members' strengths, weaknesses and motivations.
Team Roles
Team leaders serve various roles in an organisation. Their job is to get
tasks done by using all of the resources available to them, including other
employees or team members. Below is a list of some important roles a
team leader must often take on:
o Develop a strategy the team will use to reach its goal

o Provide any training that team members need
o Communicate clear instructions to team members
o Listen to team members' feedback
o Monitor team members' participation to ensure the training they are
being provided is being put into use, and also to see if any additional
training is needed
o Manage the flow of day-to-day operations
48

LEARN 2 LEAD 2018
49
Learn 2 Lead
LEARN 2 LEAD 2018

1. What is a role of a team leader?
 Communicate instructions.
 Monitor members' participation.
 Develop strategies.
 All of these.
2. What should team leaders do to ensure that tasks are completed?

 Delegate tasks to employees
 Delegate tasks to superiors
 Delegate tasks to employees and themselves
 Complete all tasks themselves
3. Who is responsible for guiding a group of employees as they complete

a project?
 Football coach
 Human resource manager
 Team leader
 Office assistant
Quiz 4 50

LEARN 2 LEAD 2018

4. How do team leaders update the company on the team's progress?
 Delegation
 Reports
 They don't
 Training seminars
5. Team leaders are responsible for:

 Keeping team members on track
 Managing day-to-day operations
 All of these answers are correct
 Establishing meeting times
Your score ___/5
Quiz 4 51

LEARN 2 LEAD 2018

The Importance of Team Building
Team building requires a sequence of planned activities aimed at
improving teamwork to increase group cohesion and effectiveness. Team
building works to build better relationships, increase understanding of
group goals and improve communications among members. Many
underestimate the importance of team building and think that group
cohesion and teamwork occur naturally in groups. Unfortunately, quite the
opposite is true; those things must be continuously supported and
nurtured by all group members. Just think about a sports team. At the
beginning of a season, the coach has to spend time blending a variety of
personalities, talents and attitudes together. As the season progresses,
players may lose focus, get frustrated with the lack of performance or
become complacent. Even world-champion teams have losing streaks and
are far from immune to the need for continuous team building activities.
When the season draws to a close, it becomes evident which teams
worked hard at team building throughout the season and which did not by
seeing which teams made it to the finals.
Work groups and teams have similar challenges. When a group is newly
formed they must tackle the difficulties of becoming familiar with one
another and begin the process of working together. As they progress
through the stages of group development they too may experience
problems of inadequate teamwork and lack of cohesion at various points
of time. This is why team building is so important to the long-term success
of any group or team. When done correctly and at the right times, team
building can help a group manage their level of cohesion and teamwork
challenges when they happen or help them prevent such issues from
developing at all.
52

LEARN 2 LEAD 2018

How Team Building Works
The objective of team building is improving teamwork to increase group
cohesion and effectiveness. There are many different approaches to team
building that can be used to meet this objective depending on the
difficulties that a particular group is facing. Three of the most common
types of team building include personality-based team building, activity-
based team building and skills-based team building.
Personality-Based Team Building
Personality-based team building is used to increase the understanding of
who each group member is and how to better communicate with one
another. Typically group members will take a personality assessment that
helps them not only learn about their own personalities but also learn
about the personalities of their fellow group members. The assessment
results become a learning tool that groups can use to facilitate various
developmental activities.
Activity-Based Team Building
Activity-based team building is used to provide a group with challenging
tasks aimed at problem-solving, risk-taking, trust-building and paradigm-
breaking. These activities may have little to do with what the group does
in the real world but serve as an important example for how to apply
these skills in their group work.
Skills-Based Team Building
Skills-based team building, in contrast to activity-based team building, is
aimed at improving the specific teamwork skills that group members need
to accomplish their goal and can be immediately applied in the workplace.
Skills such as teamwork, listening, conflict resolution, giving feedback and
criticism and running effective meetings are the focus of skills-based team
building. Skills-based team building helps to get at the root cause of many
group difficulties by addressing the skills needed to work effectively in a
group environment.
If we go back to our examples of the bogged-down sports team or the
traditional work team, we can quickly see how these team building skills
can be used to put them back onto the path of success. Of course, these
are very much generalised assumptions, and the groups would need to be
assessed on an individual basis for their team building needs. Likewise, if a
team is functioning well, an investment in team building might not be
necessary. Team building is all about matching the right group with the
right team building activity: if people can't seem to get along, choose
personality-based team building; if people are having trouble solving
problems as groups, choose activity-based team building; and if the group
is having problems functioning as a group and going through the motions
of teamwork, choose skills-based team building. Some groups may require
a combination of the various team building options to reach maximum
effectiveness.
53

LEARN 2 LEAD 2018

Summary
Cohesion is the degree to which group members come together as one
unit to reach a common goal. Members of a cohesive group:
o See themselves as one entity rather than a collection of individuals

o Have a positive regard for one another and get along well
o Listen to and trust one another
o Respect each other's opinion, even if they disagree
o Have a feeling of deep loyalty and togetherness
o Make the group's goal their own
The productivity of groups is strongly related to their cohesiveness. One

way to improve group cohesion is through team building activities. Team
building refers to a sequence of planned activities aimed at improving
teamwork to increase group cohesion and effectiveness. Team building
works to build better relationships, increase understanding of group goals
and improve communications among group members.
There are many different approaches to team building that can be used to
meet this objective depending on the difficulties that a particular group is
facing. Three of the most common types of team building include
personality-based team building, activity-based team building and skills-
based team building .
o Personality-based team building is used to increase the understanding

of who each group member is and how to better communicate with
one another.
o Activity-based team building is used to provide a group with
challenging tasks aimed at problem-solving, risk-taking, trust-building
and paradigm-breaking.
o Skills-based team building is aimed at improving specific teamwork
skills that group members need to accomplish their goal and can be
immediately applied in the workplace.
Team building is all about matching the right group with the right team
building activity. Some groups may require a combination of various team
building options to reach maximum effectiveness.
54

LEARN 2 LEAD 2018
55
Learn 2 Lead
LEARN 2 LEAD 2018

1. Which of these is not considered a characteristic of cohesive groups?
 members have a positive regard for one another and get along well
 members see themselves as one entity rather than a collection of
individuals
 members make the group's goal their own
 members hold hidden agendas
 members have a feeling of deep loyalty and togetherness
2. Which of these terms describes the degree to which group members

come together as one unit to reach a common goal?
 group collaboration
 group respect
 group cohesion
 group focus
 group synergy
3. Which type of teambuilding is aimed at improving the specific

teamwork skills which group members need to accomplish their goal and
can be immediately applied in the workplace?
 skills-based teambuilding
 personality-based teambuilding
 all of these
 activity-based teambuilding
 problem-solving teambuilding
Quiz 5 56

LEARN 2 LEAD 2018

4. Which of these terms is used to describe a sequence of planned
activities aimed at improving teamwork to increase group cohesion and
effectiveness?
 focus group
 teambuilding
 team restructuring
 group enlargement
 group development
5. Which type of teambuilding is used to increase the understanding of

who each group member is and how to better communicate with one
another?
 all of these
 personality-based teambuilding
 skills-based teambuilding
 problem-solving teambuilding
 activity-based teambuilding
Your score ___/5
Quiz 5 57

LEARN 2 LEAD 2018
MANAGEMENT
TECHNIQUES
58
Learn 2 Lead
LEARN 2 LEAD 2018

A person who holds a management position inside an organisation is
required to think strategically and conceptually in order to achieve
organisational goals. This section will describe the four functions of
management and how they relate to organisational success.
The Four Functions of Managers

Management involves far more than just telling others what to do. Before
any of you decide that you think you can do your boss's job, let's take a
look into more of what a manager does.
The major functions that a manager completes can be categorized into

four different functions known as planning, organizing, leading, and
controlling. For some of us, we only see the final two - leading and
controlling - but you should know that for every managerial behaviour you
do see, there is an equal amount that you do not. Behind the manager's
closed door, he or she spends a good deal of his or her time planning and
organizing, so that he or she can effectively carry out the functions of
leading and controlling.
Managers spend a good deal of time planning, leading, controlling and

organizing.
59
Learn 2 Lead MANAGEMENT TECHINQUES

LEARN 2 LEAD 2018

Now, before you think your boss is different, you should also know that
the four functions of management are standard across industries, whether
that be in a manufacturing plant, a home office, a grocery store, a retail
store, a restaurant, a hotel, or even an amusement park. Effective
managers understand how planning, organizing, leading, and controlling
are used to achieve organisational success. Unfortunately, I do not have a
rebuttal for those of you who have ineffective managers, but perhaps
learning a little more about the four functions of management will help to
identify what steps your ineffective manager needs to take to become an
effective one.
Try to think about the four functions as a process where each step builds
on the others. Managers must first plan, then organize according to that
plan, lead others to work towards the plan, and finally evaluate the
effectiveness of the plan. These four functions must be performed
properly and, when done well, become the reason for organisational
success.
Planning
The first of the managerial functions is planning. In this step, the manager
will create a detailed action plan aimed at some organisational goal.
For example, let's say Melissa the marketing manager has a goal of
increasing sales during the month of February. Melissa needs to first spend
time mapping out the necessary steps she and her team of sales
representatives must take so that they can increase sales numbers. These
steps might include things like increasing advertisements in a particular
region, placing some items on sale, increasing the amount of required
customer-to-sales rep contact, or contacting prior customers to see if they
are interested in purchasing additional products. The steps are then
organized into a logical pattern so that Melissa and her team can follow
them.
Planning is an ongoing step, and can be highly specialized based on
organisational goals, division goals, departmental goals, and team goals. It
is up to the manager to recognize which goals need to be planned within
his or her individual area.
60

LEARN 2 LEAD 2018

Organising
The second of the managerial functions is organizing. This step requires
Melissa to determine how she will distribute resources and organize her
employees according to the plan. Melissa will need to identify different
roles and ensure that she assigns the right amount of employees to carry
out her plan. She will also need to delegate authority, assign work, and
provide direction so that her team of sales representatives can work
towards higher sales numbers without having barriers in their way.
Leading
The third function of management is leading. In this step, Melissa spends
time connecting with her employees on an interpersonal level. This goes
beyond simply managing tasks; rather, it involves communicating,
motivating, inspiring, and encouraging employees towards a higher level
of productivity. Not all managers are leaders. An employee will follow the
directions of a manager because they have to, but an employee will
voluntarily follow the directions of a leader because they believe in who
he or she is as a person, what he or she stands for, and for the manner in
which they are inspired by the leader.
Controlling
Controlling is the final function of management. Once a plan has been
carried out, the manager evaluates the results against the goals. If a goal is
not being met, the manager must also take any necessary corrective
actions to continue to work towards that goal.
For example, if Melissa noticed that her team was behind in their sales
half way through February, she will need to put in place necessary
provisions to ensure the second half of February is twice as productive as
the first half so that by the end the month, the original sales goal will be
met or exceeded. Because the control process also includes setting
performance standards for employees and continuously evaluating their
job performances, Melissa will speak with each of her sales reps
individually to review their performances.
Staffing
Some have added a fifth function for managers known as staffing. Staffing
is the task of evaluating, recruiting, selecting, training, and placing
appropriate individuals into defined job roles. A manager must spend time
evaluating his or her workforce needs, discovering where employees need
to be added, trained, or removed, and then making those changes so that
the organisation can continue business as usual.
61

LEARN 2 LEAD 2018

Review
Let's review. There are four functions of management that span across all
industries. They include: planning, organizing, leading, and controlling. You
should think about the four functions as a process, where each step builds
on the others. Managers must first plan, then organize according to that
plan, lead others to work towards the plan, and finally evaluate the
effectiveness of the plan.
Planning is the first step where by a manager creates a detailed action

plan aimed at some organisational goal. Organizing is the second step,
which involves the manager determining how to distribute resources and
arrange employees according to the plan. Leading is the third step that is
accomplished by communicating, motivating, inspiring, and encouraging
employees towards a higher level of productivity. Controlling is the final
function of management in which the manager, once a plan has been
carried out, evaluates the results against the goals. If a goal is not being
met, the manager must also take any necessary corrective action needed
to continue to work towards that goal. Some have added a fifth function
for managers known as staffing. Staffing is the task of evaluating,
recruiting, selecting, training, and placing appropriate individuals into
defined job roles.
PLAN ORGANISE LEAD CONTROL STAFF
62

LEARN 2 LEAD 2018

An organisation must have the ability to examine and make changes based
on internal and external environmental factors that affect its performance.
The use of tools to analyse these environmental factors is the key to a
successful organisation.
Internal and External Environments
If there is anything that is steadfast and unchanging, it is change itself.
Change is inevitable, and organisations that don't accept change and that
make adjustments to their business model to keep up with changes are
doomed to fail. There are events or situations that occur that affect the
way a business operates, in a positive or negative way. These events or
situations can have either a positive or a negative impact on a business
and are called environmental factors.
There are two types of environmental factors: internal environmental

factors and external environmental factors. Internal environmental factors
are events that occur within an organisation. Generally speaking, internal
environmental factors are easier to control than external environmental
factors. Some examples of internal environmental factors are:
o Management changes
o Employee morale
o Culture changes
o Financial changes and/or issues
63

LEARN 2 LEAD 2018

External environmental factors are events that take place outside of the
organisation and are harder to predict and control. External environmental
factors can be more dangerous for an organisation given the fact they are
unpredictable, hard to prepare for, and often bewildering. Some examples
of external environmental factors are:
o Changes to the economy
o Threats from competition
o Political factors
o Government regulations
o The industry itself
The SWOT Analysis

SWOT is a structured planning tool that can be used to evaluate the
strengths, weaknesses, opportunities, and threats involved in running a
business venture. Using a SWOT analysis can be used to help a business
determine the advantages or disadvantages of changes they want to make
based on internal and external factors. A SWOT analysis can be broken into
two distinct parts. The strengths and weaknesses are based on internal
environmental factors. Opportunities and threats are based on external
environmental factors.
Strengths and Weaknesses

To help determine what changes need to be made to the internal
environmental factors an organisation should look inward at its own
strengths and weaknesses. An example of strengths could be an
organisation's solid financial base, a well-educated workforce, or high-tech
equipment. All of these are great examples of organisational strengths.
Some examples of organisation's weaknesses are unpaid employees, low
morale, or poor direction from upper management. A great organisation
tries to exploit their strengths and minimize their weaknesses.
64

LEARN 2 LEAD 2018

Opportunity and Threats
Opportunity and threats are based on external environmental factors for
an organisation. An example of an opportunity might be an emerging
market, a good economy, or little competition within the industry.
Examples of threats may be national events, government legislation, or
reduced or shrinking demand for the organisation's product.
Summary
Internal and external environmental factors are always changing, so an
organisation must be able to change or adapt as well. Internal
environmental factors are events that occur within an organisation.
External environmental factors are events that take place outside of the
organisation and are harder to predict and control. A SWOT analysis is
used to identify the key internal and external environmental factors that
are seen as important to achieving organisational goals. A good SWOT
analysis will help an organisation minimize the weaknesses and threats
while taking advantage of the strengths and opportunities.
65

LEARN 2 LEAD 2018
66
Learn 2 Lead
LEARN 2 LEAD 2018

1. Some examples of internal environmental factors in an organisation
are _____.
 culture changes
 employee moral
 management changes
 All of the answers are correct.
2. An example of an opportunity in business could include a good

economy, emerging markets and _____.
 national events
 new government legislation
 a little industry competition
 low morale
3. What part of a SWOT analysis is based on looking at external factors?

 Opportunity and Threats
 Strengths and Opportunity
 Strength and Weaknesses
 Weaknesses and Threats
Quiz 6 67

LEARN 2 LEAD 2018

4. Which of the following are NOT part of external environmental factors
for an organisation?
 Poor performance from upper management
 Government regulations
 Political factors
 Changes to the economy
5. Organisations need to be able to make changes to their business

model because _____.
 change is always happening (both internal and external) to the
organisation)
 they need to be able to avoid negative impacts to the business
 people like to change
 it keeps their employees in knowledgeable about what is going on
Your score ___/ 5
Quiz 6 68

LEARN 2 LEAD 2018

1. What should team leaders do to ensure that tasks are completed?
 Delegate tasks to employees
 Delegate tasks to employees and themselves
 Delegate tasks to superiors
 Complete all tasks themselves
2. Team leaders are responsible for:

 Managing day-to-day operations
 Establishing meeting times
 Keeping team members on track
 All of these answers are correct
3. Team leaders do this to themselves and employees to ensure tasks get

done and goals reached:
 Report
 Celebrate
 Implement
 Delegate
Your score ___/ 3
Quiz 7 69

LEARN 2 LEAD 2018

1. Some examples of internal environmental factors in an organisation
are _____.
 culture changes
 employee moral
 management changes
 All of the answers are correct.
2. An example of an opportunity in business could include a good

economy, emerging markets and _____.
 national events
 new government legislation
 a little industry competition
 low morale
3. What part of a SWOT analysis is based on looking at external factors?

 Opportunity and Threats
 Strengths and Opportunity
 Strength and Weaknesses
 Weaknesses and Threats
Quiz 8 70

LEARN 2 LEAD 2018

4. Which of the following are NOT part of external environmental factors
for an organisation?
 Poor performance from upper management
 Government regulations
 Political factors
 Changes to the economy
5. Organisations need to be able to make changes to their business

model because _____.
 change is always happening (both internal and external) to the
organisation)
 they need to be able to avoid negative impacts to the business
 people like to change
 it keeps their employees in knowledgeable about what is going on
Your score ___/ 5
Quiz 8 71

LEARN 2 LEAD 2018
COMMUNICATION
72

LEARN 2 LEAD 2018
There is an indisputable link between learning outcomes

and economic growth. From preschool to university to
technical and vocational programs, education matters
for human development and future employment. Swift
changes in technology, for example, have shifted the
focus of a well-educated worker in the 21st century from
the qualifications needed for doing a ‘lifetime’ job to the
skills needed to do specific tasks in jobs that are
constantly changing. This is especially relevant for young
people entering the workforce. Approximately 75 million
young people in the developing world are unemployed,
and youth unemployment rates are 2 to 4 times as high
as those of adults in most countries. To be productive
and employable members of society, their education
must equip them with relevant market skills that blend
knowledge and technical knowhow with soft and hard
skills. Employers want workers who have technical
expertise, communication skills, can work collaboratively
in teams and know how to analyse problems by thinking
critically
73

LEARN 2 LEAD 2018

Business News Daily asked CEOs, managers and leadership experts for
their best advice on becoming a better leader. Here's what they had to say.
1. Connect and communicate

Leading a group of people requires a mutual sense of trust and
understanding between the leader and the team members. As a first step
toward that goal, leaders should learn to connect. Terry "Starbucker" St.
Marie, a leadership writer and consultant, said that being what he calls a
"more human" leader requires positivity, purpose, empathy, compassion,
humility and love. These key traits will put you on the road to genuine
connections with the members of your team.
"Building a real personal connection with your teammates is vital to
developing the shared trust necessary to build a strong culture of
accountability and exceptional performance," St. Marie said. "With that
culture in place, the team can achieve a successful business, a happy team
and a fulfilled leader."
"I think the best leaders communicate often and are transparent (which is
rare). The best leaders also customize communications to best suit the
situation and the recipient," Brownlee said. "This means they take the
time to figure out which communication mode is preferred by each team
member (e.g. are they a text person, email, phone, or face to face?)
They're also great listeners and are authentically interested in other
people."
Ruslan Fazlyev, CEO and founder of e-commerce solutions provider Ecwid,
said that in all your communications, it's important to be genuine above all
else.
"There are many leadership styles; there's no right and wrong," Fazlyev
said. "But there's genuine, and there's fake. There's no following to fake
leadership." [What kind of leader are you? Take a look at these different
traits, skills and styles.]
74

LEARN 2 LEAD 2018

2. Know your team
Once you've mastered the art of communicating and connecting with your team
members, you can really get to know them — who they are, what they're
interested in and what their talents are.
"You can know your mission and vision, but it is equally, if not more, important to
know your people," said Joe Nolan, CEO of Motus Global, a company that
provides biomechanical analysis for athletes. "If you care about and take care of
your people, they will take care of your customers, and ultimately, you will
accomplish your mission."
"A good leader knows his or her team better than anyone else — their strong
skills and how they can be leveraged, as well as their weaknesses," added
Alexander Negrash, director of marketing at cloud backup and storage solutions
company CloudBerry Lab.
3. Encourage creativity
If you want your staff to do their best work, you need to give them the freedom
to brainstorm and explore, Negrash said. Be open to your team's ideas and
suggestions, and be ready to consider them and possibly develop them further.
"A good leader also gives the team new challenges, preventing them from
becoming bored and complacent while showing confidence in their potential,"
Negrash added.
4. Focus on the positives
As much as leaders wish that their team's day-to-day operations could run
smoothly all the time, they're bound to run into the occasional obstacle. Whether
it's a minor miscommunication or a major error, the way a leader handles a
negative situation says a lot about his or her leadership skills. Robert Mann,
author of "The Measure of a Leader" (iUniverse, 2013), recommended focusing
on the good in any set of circumstances.
"Look at three positive things about a problem before you identify what makes it
dissatisfying," Mann said. "The more you look at the positives in a problem, the
more positively people react with one another."
In his research, Mann has found that, after individuals point out things they're
happy with in a problematic situation, they don't feel so strongly about the
problem and are better able to think clearly and solve it. The same is true when a
leader needs to improve his or her strategy. If you or a team member notices a
particular course of action you've taken that just isn't working, figure out some
things you've done in the past that have worked.
Similarly, Peter Fuda, author of "Leadership Transformed" (New Harvest, 2013),
said that leaders can learn to focus on the positive by shifting from "critic" to
"cheerleader" of their teams.
"This strategy involves moving from a focus on what is going wrong to what is
going right," Fuda said. "Shining a light on issues and problems is an important
part of transformation, but it must not become a leader's default setting. An
important mantra I have shared with almost every leader I have met is, 'Don't let
perfect get in the way of better.'"
75

LEARN 2 LEAD 2018

4. Focus on the positives Cont…
Similarly, Peter Fuda, author of "Leadership Transformed" (New Harvest,
2013), said that leaders can learn to focus on the positive by shifting from
"critic" to "cheerleader" of their teams.
"This strategy involves moving from a focus on what is going wrong to
what is going right," Fuda said. "Shining a light on issues and problems is
an important part of transformation, but it must not become a leader's
default setting. An important mantra I have shared with almost every
leader I have met is, 'Don't let perfect get in the way of better.'"
5. Show, don't tell
An effective leader knows how to show others what is required, rather
than simply telling them. Luke Iorio, president and CEO of the Institute for
Professional Excellence in Coaching (iPEC), said leaders should coach their
team members toward a more collaborative, committed work
environment — without coaxing them.
"[If you are] controlling people to do certain things in certain ways, you're
not going to get the level of engagement that you're looking for," Iorio
said. "Coaching is about helping the people you lead recognize the choices
they have in front of them. People will [then] take a great deal of
ownership over the direction of the project."
6. Be direct
Taso Du Val, CEO and founder of Toptal freelance talent network, said
direct, honest feedback — even if it's criticism — is the best way to guide
your team in the right direction. You also need to know exactly where your
business is headed, so you can give them the right advice.
"If you're not direct, people won't know what you truly think about them
and their work, and they will never be able to improve," Du Val said. "If
you don't know the precise direction your company is headed, no matter
how much you've communicated to your employees and leadership team
regarding their individual performance, they will flounder when it comes
to making decisions and taking actions. Once those basic principles are in
place, deadlines, regular product plans, performance reviews, structure
and processes can easily be put into place."
"Always share constructive feedback about anything that the team or each
team player does," Negrash added. "Positive feedback is as important as
negative, and a good leader strives for balance."
76

LEARN 2 LEAD 2018

7. Ask for feedback
Your team members aren't the only ones who can benefit from honest
feedback. A true self-assessment of your own leadership can be difficult,
so mentors, fellow professionals and even your own staff are invaluable in
evaluating your effectiveness. According to St. Marie, talking to friends and
peers often brings needed perspective on your leadership approach and
style. Leadership coaching can also help you discover areas that need
improvement. A professional who helps you develop a plan to achieve
your leadership goals can be more motivational than books and seminars
alone.
"Coaching allows leaders to make the connection and apply [changes] in a
real-life setting," Iorio said. "You need time to integrate, process and
reflect, and unless you go through those steps, you won't have sustainable
change."
Fazlyev agreed, noting that your team can give you critical insight into
what's working, what's not working and obstructions to success.
8. Understand your own motivation
If a person in a leadership position views his or her role as "just a job," it's
going to show. To be an effective leader, you need to have the right
motivation. Is it the money or the prestige you care about, or do you
sincerely want to inspire people to do their best? St. Marie advised leaders
to really ask themselves why they want to lead.
"I look at leadership as an honor and a vocation," he told Business News
Daily. "If, in your heart, you feel leadership is your destiny and how you'll
make a difference in this world, then you are certainly starting from the
right place."
77

LEARN 2 LEAD 2018

Oral communication is the process of expressing information or ideas by
word of mouth. Learn more about the types and benefits of oral
communication, and find out how you can improve your own oral
communication abilities.
Definition and Types
Great communication skills are your ticket to success in the academic and
business world. But have you ever been overcome by fear or anxiety prior
to going on a job interview or speaking in front of an audience? Knowing
when to choose oral communication and polishing your speaking skills can
help you at every stage of your career.
Oral communication is the process of verbally transmitting information

and ideas from one individual or group to another. Oral communication
can be either formal or informal. Examples of informal oral communication
include:
o Face-to-face conversations
o Telephone conversations
o Discussions that take place at business meetings
More formal types of oral communication include:

o Presentations at business meetings
o Classroom lectures
o Commencement speeches given at a graduation ceremony
With advances in technology, new forms of oral communication continue

to develop. Video phones and video conferences combine audio and video
so that workers in distant locations can both see and speak with each
other. Other modern forms of oral communication include podcasts (audio
clips that you can access on the Internet) and Voiceover Internet Protocol
(VoIP), which allows callers to communicate over the Internet and avoid
telephone charges. Skype is an example of VoIP.
78

LEARN 2 LEAD 2018

Advantages
There are many situations in which it makes sense to choose oral over
written communication. Oral communication is more personal and less
formal than written communication. If time is limited and a business
matter requires quick resolution, it may be best to have a face-to-face or
telephone conversation. There is also more flexibility in oral
communication; you can discuss different aspects of an issue and make
decisions more quickly than you can in writing. Oral communication can
be especially effective in addressing conflicts or problems. Talking things
over is often the best way to settle disagreements or misunderstandings.
Finally, oral communication is a great way to promote employee morale
and maintain energy and enthusiasm within a team.
Disadvantages
Despite the many benefits of oral communication, there are times when
written communication is more effective. For example, you may want to
exchange important information that needs to be documented using
written communication. A lot of transactions in the business world require
some type of written record, and you will find that even strong verbal skills
are not a substitute for putting things in writing. Additionally, oral
communication tends to be less detailed and more subject to
misunderstanding than written communication. It's best to always think
carefully about which method of communication best fits your objective.
79

LEARN 2 LEAD 2018

Developing Oral Communication Skills
How can you be sure to impress others with your speaking skills? Here are
five tips that can help you to become a polished and professional public
speaker:
o Be prepared.
This is important for both informal discussions and formal presentations.
Prepare by thinking about your goals and your target audience.
o Get organized.
Even informal discussions in a business meeting will be more effective if
you organize your thoughts ahead of time.
o Connect with your audience.
Aim for a lively speaking style and pay attention to the non-verbal
messages you send. Your appearance, body language and appropriate use
of eye contact can make a huge difference.
o Use visual aids.
Effective use of visual aids will help your audience to understand,
remember and take action on your ideas.
o Practice makes perfect.
You can reduce stage fright and polish your delivery skills by practicing
before you give a presentation.
80

LEARN 2 LEAD 2018

You know what a concept is, but what are conceptual skills and who uses
them? After this section, you'll be able to identify conceptual managerial
skills and understand how managers at various levels use these skills.
Conceptual Skills: Definition

It's hard to get the big picture when you have such a small screen. This
anonymous quote can be stingingly true. Have you ever had a manager
reluctant to give up hands-on work? Maybe you've had managers who
spend most of their life handling office politics? They are so deeply
involved in the interpersonal relationships of the office that it's almost like
working in a soap opera. It's important for managers to understand the
work of the company and to navigate interpersonal relationships deftly.
Without the big picture, though, managers can efficiently knockout the to-
do list only to find out later that the tasks aren't linked to meaningful goals
and a coherent strategy. Becoming familiar with conceptual skills puts you
on guard against such aimlessness as you move through your career.
Managers who have conceptual skills have the ability to think creatively
and understand complicated or abstract ideas. But before we dive into
conceptual skills, though, let's get an overview of all three required
management skills as well as the layers of management.
81

LEARN 2 LEAD 2018

Managerial Skills
Classical management theory structures organisational management into
tiers, like a pyramid. At the base of the pyramid are supervisors, or lower-
level managers, working directly with workers to coordinate the daily tasks
of the organisation. In the middle are, you guessed it, middle managers.
They oversee longer-term goals with the supervisors that align with
strategic objectives of the organisation. Who sets these strategic
objectives? That's right; it's the folks at the tip of the pyramid, the top-
level managers.
Regardless of the level of management, theorist and psychologist Daniel

Katz identified three skills common to every manager. These are
conceptual skills, human skills, and technical skills.
Conceptual skills allow a manager to visualize the entire organisation and

work with ideas and the relationships between abstract concepts.
Human skills, also called human relation skills, require communication and
attention to relationships with others.
Technical skills are needed to actually get the work done; they are the
techniques, practices, tools, and processes needed by front-line
employees in the manager's functional area.
82

LEARN 2 LEAD 2018

While all managers have these skills, the ratio of each skill to the others
varies based on the industry and level of management. Let's say Michelle
and Michael are both supervisors for accounting companies. Michelle's
team are all remote contractors, while Michael's accounting staff are
working nine to five in a specific building.
Both are on the same management tier, but Michael may need more
human skills than Michelle to manage interactions among team members.
Michelle's team interacts directly with her, but not with each other, so
she'll use human skills differently and less often then Michael will. Each
job requires the same amount of conceptual skills to ensure their team is
meeting organisational objectives. They'll also use equivalent technical
skills (generally accepted accounting principles) to ensure the quality of
the work.
So, you can see how the mix of managerial skills might differ by industry,
but let's take a closer look how conceptual skills change with each
successive step up the pyramid.
83

LEARN 2 LEAD 2018
Conceptual Skills by Management Level
Top managers rely mostly on

conceptual skills, but they use
significant human skills as well.
Remember, though, they need
technical skills to set a strategy that
makes sense for the organisation.
Top managers have the most discretion,
or choice, in how they exercise any of
these skills.
Human skills are needed by most middle managers, because middle
managers need to communicate up, down, and across the organisation in
order to do their work well, but they also need conceptual skills to set the
goals and achieve strategic objectives. They are expected to have more
technical skill and less conceptual skill than the managers above them
because they are 'closer to the ground.'
Direct supervisors do not spend as much time doing work that requires
conceptual skills - the day-to-day operations of the organisation are more
task-minded than strategically oriented. Instead, they are the 'closest to
the ground,' so they need more technical skills as the most hands-on and
visible managers. They do need some human relations skills.
It makes sense that the different levels of management have a different
mix of each of Katz's three skills, but what do we mean when we talk
about working with ideas and the relationships between abstract
concepts? Sidney Fine, a professor and historian, described three families
of skills relating to data (conceptual), people (human), and things
(technical). As you can see, his families correspond with Katz's skills. Fine
described the data skills (conceptual) as working in a nested hierarchy, as
shown in this image:
84

LEARN 2 LEAD 2018

Nested Conceptual Skills
Let's use a specific example to understand conceptual skills. Meet Julia,
supervisor for two other people in the graphics department at Razzle
Dazzle, a public relations and marketing firm. Given her industry, she's
expected to have good conceptual skills. Her boss gives her samples of the
kind of work he expects her team to produce, and she copies the
examples and compares her team's work to the standard.
She's very good at what she does, and two years later, we find she's now
the director of online marketing. As a middle manager, she still has the
conceptual skills to copy and compare, but she's also skilled at analysing
graphics for more complex concepts, such as metaphor and meaning,
colour, shape, and texture. She then compiles examples of good work to
share with the supervisor below her.
Julia's on fire! When we check in five years later, she's now a partner in
the firm. She's created innovative design strategy and coordinates the
efforts of the departments below her so the firm can meet strategic
objectives. When she's working with the partners to make strategic
decisions, she's synthesizing information from the company as a whole, as
well as from changing conditions and trends out in the marketplace.
Summary
Conceptual skills deal with grasping the big picture and making
connections between abstract ideas. Managers at all levels need
conceptual, human, and technical skills to perform their jobs successfully.
The proportion of each skill to the others changes based on managerial
level. As managers move from the base of the management pyramid to
the top, the conceptual skills they use become increasing more complex
and discretionary. Understanding the conceptual skills required for
management responsibilities allows you to seek opportunities to make
them a part of your skill set.
85

LEARN 2 LEAD 2018
EVENT
PLANNING
86
Learn 2 Lead
LEARN 2 LEAD 2018

Did you know Cleopatra might have held the title of world's first event
planner? The event planning industry dates back thousands of years and
has changed with the times since then. In this lesson, you'll learn more
about its history.
In The Nile
If you want to trace the history of the event planning industry, you'd have
to hop in a time machine and travel back to the Ptolemaic Dynasty and the
world of Cleopatra and Marc Antony. Cleopatra was well-known at the
time for orchestrating elaborate and lavish meetings in an attempt to woo
a lover.
History tells us that Marc Antony was taken by Cleopatra and her
elaborate meetings, which included an early evening sail down the Nile
accompanied by costumed handmaids, candles, and a lavish meal.
Medieval Meetings
Fast forward to the rules of King Louis XV and King Louis XVI of France. The
first, whose mistress was Madame Pompadour, staged parties with music,
food, costumes, and themes. They kept the King entertained. Marie
Antoinette, infamous through historical records for other reasons, also had
considerable talent as an event planner of sorts, hosting her own lavish
parties before her untimely death.
Event planning continued throughout history as a representation of royalty

and wealth, manifesting itself in pageants, festivals, and gatherings that
required the personal touch of coordination by a skilled planner. Watch
any movies or television shows set in the time of kings, queens and
medieval castles, and you'll observe opulent feasts, festivals and weddings
that clearly required a level of coordination and planning to stage with
success.
The need for meetings and events grew as a result of the growth of
industrialization, especially during the Industrial Revolution. With growth
seen in the economy and in manufacturing, businesses had more necessity
for collaboration at events like trade shows and industry meetings, and
individuals had more reason to travel. The growth of transportation
options, including rail lines and steamships, made traveling to and from
events more feasible. Political parties and movements also took off,
facilitating the need for events to bring together party leaders and those
who shared like-minded beliefs.
87
Learn 2 Lead EVENT PLANNING

LEARN 2 LEAD 2018

Modern Planning
In the 20th century, the growth of event planning as a legitimate
profession took off with the investment of well-to-do families who
required the services of planners to handle the preparations for their
wedding, parties and receptions. The complexity of events - both personal
and corporate - began to require a professional hand to help organize the
various components, ranging from sending invitations to managing
caterers. Today, while some associations and organizations rely on some
type of volunteer effort to help stage events, many others prefer the deft
hand of an event planner to coordinate their meetings, conferences, and
events.
Event planning has also increased thanks to age. An aging population, our
Baby Boomers, have more to celebrate with milestone birthdays and
retirements as well as the major life events of their children and
grandchildren. Children's parties from first birthdays to Sweet 16s are also
a popular business.
Special events spending worldwide was recently estimated at $500 billion,

and jobs in the event planning industry are growing, according to data
from the United States Census Bureau. Globalization has played an
enormous role in the success of the event planning industry, as events
take the stage across the globe. The act of globalization, integrating people
and companies across the world through multinational businesses and
opportunities, has increased the need for worldly event planners who can
bring these various business leaders together.
The industry will change even more with the advancements in technology
and media that are creating new opportunities such as webinars and
virtual meetings. There's also a trend toward mobile event applications
and a more personalized experience that is driving the numbers of event
attendees up across the globe.
88

LEARN 2 LEAD 2018

Market Research
Throughout this section, you can see examples of market research, the
process of using data to better deliver what a group of people need, at
work. As history has changed and progressed, we see a progression of
event planning turning from royalty and the wealthy to being more
accessible to regular individuals and even businesses. As business and
transportation grew, event planning capabilities did too. Today, with
growing globalization and technology, we see the industry adapting to
offer more accessibility both virtually and digitally to event attendees.
Summary
You can trace the history of the event planning industry from Cleopatra's
elaborate festivities to the royalty and wealth of medieval kingdoms.
Industrialization and advances in transportation brought about new
opportunities for travel and a greater need for events and someone to
handle the planning. Age has also played a factor in the advancement of
the industry, with baby boomers planning celebrations for the major
milestones of their - and their families' - lives. Globalization has spurred
the industry on even further today with a greater need for connecting
individuals and businesses around the globe. Technology is also changing
the industry and making meetings more accessible.
89

LEARN 2 LEAD 2018

Event planners and event managers are different positions, although many
believe they are the same. This section discusses the differences between
the positions, and how they work together.
Event Design Industry
The event design industry is a large one. From weddings, to parties, to
meetings, having event staff is crucial. However, since there are so many
positions in the event industry, it is important to know who does what and
why. It is a common misconception that event planners and event
managers are one in the same, just a different title depending on the
company. This is completely false, for both positions are very different.
Knowing how to differentiate even planners from event managers will
make your event run smoother.
Event Planning
So, what is event planning? This of this as the creative and pre-event
process. The planner is the person who managers all the activities prior to
the actual event. Whether you are deciding on colours or caterers for your
wedding or birthday party, the event planner is your go to. Some of the
areas that event planners work with you on are:
Choosing an event space

Choosing themes and colours
Creating menus and choosing caterers
Creating table layouts and designing the space
Helping choose bands, music, or any other hired entertainment
Creating and handling pre-contracts, money handling, and proposals to
vendors
Essentially, your event planner is creating the experience of the event, and
assuring a solid framework to follow once the event starts. Think of your
event like a meal. The event planner is the creator of the recipe, testing to
make sure all the flavours interplay with each other just right before it is
handing over to the chef to cook it. The event planner can also manage,
like a recipe creator may also be a chef, but they are not inclusive, and it
does not guarantee a planner can manage or vice versa.
90

LEARN 2 LEAD 2018

Something also to remember, an event planner, you choose and hire most
time. chosen a venue that provides you with an event planner, most times
you are responsible for hiring your own event planner. No matter the case,
the event planner is there for you--to make sure they assist you to realize
your dream event.
Event Management
Now that we know what an event planner is, let's define an event
manager. An event manager actually manages the event; this is the more
practical and same day side of event design. Event managers deal with the
following:
o Same-day event logistics
o Making sure vendors are up and running on time
o Keeps track of clock for different scheduling needs
o Helps with parking logistics and emergency default plans for the event
o Works and manages the staff hired for the event like wait staff, cooks,
entertainment
o Ensures any conflicts at the event are resolved.
Reviewing the previous analogy used for event planning, what is the event
manager? That' right. The event manager is the actual chef! They execute
the meal, after it has been created by the planner. Some sites will have
event planners that also manage, but this is not always the case, so make
sure to get the information as to what each person does when you start
working with them.
Additionally, event managers usually do not work for you. They work for
the particular site, where they are employed and directed. Therefore,
although you can discuss issues with the manager, they cannot always be
told what to do.
91

LEARN 2 LEAD 2018

Event Management and Planning
Both the planning and the management sides will work together in making
sure an event goes on without a hitch. The planner will set up a notebook,
or portfolio of the event, and then once all the planning is officially done,
they hand the off to the manager so they can study the event and be
prepared for the day. They may work up a schedule for the day's events if
it has yet to be done, and work with the company or people who want the
event to make sure the practical logistics will run smoothly on the day.
An example of this is if a wedding wants a real-running carousel at their

reception. The customer then hires the planner; the planner hires the
vendors, works on where it will be placed, chooses the colours and the
music that will be played with it. The manager, however, works on site
logistics--whether it will be able to be brought into the site, where it can
work without shorting out the rest of the power, and managing it to make
sure of its safety the day of the wedding.
Summary
Event management and event planning may work together, but they are
completely different positions. Event planning is the creative and pre-
event side of event design, and the event manager deals with the practical
pieces and same day logistics. And although event planning are usually
working for you, event managers are not, which is an important aspect to
remember when working with both people.
92

LEARN 2 LEAD 2018
93

LEARN 2 LEAD 2018

When to Use Plan–Do–Check–Act
o As a model for continuous improvement.
o When starting a new improvement project.
o When developing a new or improved design of a process, product or
service.
o When defining a repetitive work process.
o When planning data collection and analysis in order to verify and
prioritize problems or root causes.
o When implementing any change.
Plan–Do–Check–Act Procedure
o Plan. Recognize an opportunity and plan a change.
o Do. Test the change. Carry out a small-scale study.
o Check. Review the test, analyse the results and identify what you’ve
learned.
o Act. Take action based on what you learned in the study step: If the
change did not work, go through the cycle again with a different plan. If
you were successful, incorporate what you learned from the test into
wider changes. Use what you learned to plan new improvements,
beginning the cycle again.
94

LEARN 2 LEAD 2018

Surveys are commonly used with key stakeholders, especially customers
and employees, to discover needs or assess satisfaction.
When to Use a Survey

o When identifying customer requirements or preferences.
o When assessing customer or employee satisfaction, such as identifying
or prioritizing problems to address.
o When evaluating proposed changes.
o When assessing whether a change was successful.
o Periodically, to monitor changes in customer or employee satisfaction
over time.
Survey Basic Procedure

o Decide what you want to learn from the survey and how you will use
the results.
o Decide who should be surveyed. Identify population groups; if they are
too large to permit surveying everyone, decide how to obtain a sample.
Decide what demographic information is needed to analyse and
understand the results.
o Decide on the most appropriate type of survey.
o Decide whether the survey’s answers will be numerical rating,
numerical ranking, yes–no, multiple choice or open-ended—or a
mixture.
Brainstorm questions and, for multiple choice, the list of possible answers.
Keep in mind what you want to learn, and how you will use the results.
Narrow down the list of questions to the absolute minimum that you must
have to learn what you need to learn.
95

LEARN 2 LEAD 2018

Print the questionnaire or interviewers’ question list. Test the survey with
a small group. Collect feedback.
o Which questions were confusing?
o Were any questions redundant?
o Were answer choices clear? Were they interpreted as you intended?
o Did respondents want to give feedback about topics that were not
included? (Open-ended questions can be an indicator of this.)
o On the average, how long did it take for a respondent to complete the
survey?
o For a questionnaire, were there any typos or printing errors?
Also test the process of tabulating and analysing the results. Is it easy? Do
you have all the data you need?
Revise the survey based on test results.
Administer the survey.
Tabulate and analyse the data. Decide how you will follow through. Report
results and plans to everyone involved.
Survey Considerations
Conducting a survey creates expectations for change in those asked to
answer it. Do not survey if action will not or cannot be taken as a result.
Surveys of customer and employee satisfaction should be ongoing
processes rather than one-time events.
96

LEARN 2 LEAD 2018
97
Learn 2 Lead
LEARN 2 LEAD 2018

1. The growth of manufacturing and business, called _____ had a
substantial impact on the necessity for events.
 global dominance
 industrialization
 privatization
 corporate culture
2. What type of impact did transportation have on the event planning

industry?
 No impact
 Moderate impact
 Significant impact
 Travel was not a factor
3. Integrating people and companies across the world has strengthened

the need for planned events. This trend is known as what?
 Pacifism
 Digital advancement
 Globalization
 Militarization
Quiz 9 98

LEARN 2 LEAD 2018

4. The early days of event planning were most focused on which
segment of the population?
 Regular citizens
 Pagans
 Royalty and the wealthy
 The clergy
5. _____ can be seen in event planning through the use of mobile

applications and virtual meetings.
 Aggregation
 Mobilization
 Additives
 Technology
Your score ___/ 5
Quiz 9 99

LEARN 2 LEAD 2018
FINANCIAL
MANAGEMENT
100
Learn 2 Lead
LEARN 2 LEAD 2018

While not all of us aspire to careers as accountants, a lack of interest in or
understanding of basic financial concepts could cost you money. In this
section, we'll examine four concepts associated with personal finance that
will help you keep track of your money and may even help you build
wealth.
Overview of Personal Finance
According to some lifestyle polls, financial stress is considered one of the
highest sources of anxiety and tension. In some instances, financial
management can quickly turn into a reactive exercise of finding money to
pay for bills. Reacting to financial situations is never as effective as
proactively planning for financial needs and emergencies. But before you
can plan for financial changes, you'll need to become familiar with some
basic concepts, which include assets, liabilities, cash flow, and net worth.
Assets
Assets are the things you own that have some monetary value. Cash is an
asset, and so are old baseball cards or the china and silver you inherited
from your grandparents. The difference between cash and the other
physical assets is their relative liquidity, which refers to how easily
something can be turned into cash.
For example, if you have an Australian Government Bond, you can easily
take that to a bank and get its face value in cash. By comparison, you
might find it more difficult to sell your old football cards or grandma's
china and silver. Regardless of how liquid your assets are, you can estimate
their market value. That value should be based on some reasonable
benchmark, such as what comparable items are selling for at a retail or
second hand store. Adding those values up can serve as one measure of
your financial health.
Now, if you're making payments on a car or a house, do you really 'own' it?
Well, most likely, you own part of the value of that asset. By taking the
market value of that car or house and subtracting how much you owe,
you'll be able to determine your equity.
101
Learn 2 Lead FINANCIAL MANAGEMENT

LEARN 2 LEAD 2018

Liabilities
Liabilities are the individual loans that make up your debt. If you owe
money to someone, you have a liability. Liabilities also include financial
commitments you've made, even if they aren't associated with a specific
asset. These can include a mobile phone contract, a pay television bill, or
even the costs associated with clothing and feeding your family.
Some of your liabilities may be cash-flow liabilities, and some will be

asset-related liabilities. While all asset-related liabilities are cash-flow
liabilities, not all cash-flow liabilities are asset-related liabilities. Asset-
related liabilities are those paid to increase equity in an asset, while cash-
flow liabilities are those associated with living costs.
Net Worth
The term net worth refers to your assets minus your asset-related
liabilities. If you sell everything you own, or partially own, and then pay off
all of your debt, the amount of money left over would be your net worth.
This may be a negative number, especially if you're new to the workforce.
A negative net worth isn't necessarily a bad thing, as long as the mitigating
conditions are based on investments in your future, not a lifestyle financed
by debt. Negative net worth may be the result of a mortgage or student
loans. As you pay off your home and your student loans, your net worth
should turn positive.
102

LEARN 2 LEAD 2018

Cash Flow
While assets, liabilities, and net worth are all important financial metrics
used to assess your personal financial health, cash flow is what pays the
bills. Cash flow reflects how much money you have coming in compared to
how much of your money goes out during a specific period of time.
Under the right conditions, a negative net worth may be acceptable;
however, a negative cash flow can be a sign of serious financial problems.
Let's assume your monthly net pay packet is $2,500, of which you spend
$1,000 on rent and $300 on a car payment. Other monthly expenses may
include $500 in mobile phone, insurance, television, and utility bills, as
well as $300 for food.
At this point, you're bringing in $2,500 and spend $2,100 a month, which
leaves you with $400 to cover emergencies, pay off your debts, or put in a
savings account. While that may feel tight, at least you're in the black.
Over time, you may be able to put that $400 a month into a savings
account: Six months of income is a good goal. At some point, you may also
be able to pay off your car, which will save you another $300.
Cash flow is also an important consideration for lenders when you ask for
a loan. If you apply for a mortgage, most lenders will want to see a debt-
to-income ratio of less than 50%. This means you're currently spending
less than half of your monthly income on payments and bills.
Summary
Financial challenges and poor money management can lead to anxiety and
stress. To assess your financial health, you'll have to consider the following
four factors: assets, liabilities, cash flow, and net worth. Assets include
things you own, like collections, family heirlooms, and treasury bonds.
Some assets, like the treasury bonds, have more liquidity than others, in
that you can turn them around quickly for cash. The asset value of
education loans or homes depends on how much you've paid off, or your
equity.
To calculate your net worth, you'll need to subtract your liabilities, or
money you owe, from your assets. Under the right circumstances, a
negative result may be acceptable. However, a negative cash flow, or more
money going out than coming in, can be a sign of serious financial
problems. In general, lenders usually look for a debt-to-income ratio of
50% when considering you for a loan.
103

LEARN 2 LEAD 2018

Companies can't function without sufficient cash flow. In this lesson, you'll
learn what cash flow is and how to calculate it, and you'll be provided
some examples. You'll also have a chance to take a short quiz.
Definition of Cash Flow

Cash flow is the money that comes in and goes out of a company. It is the
generation of income and the payment of expenses. Cash inflows result
from either the generation of revenue through the selling of goods and
services, money borrowed, or money earned through investments.
If more cash is coming into the company than leaving the company, you
are experiencing positive cash flow. But if more cash is leaving the
company than coming into the company, then you are experiencing
negative cash flow. Keep in mind that just because you are experiencing
negative cash flow for the moment doesn't mean you are going to suffer a
loss, because cash flow is dynamic. Cash flow is reported on the
company's cash flow statement, which is also called a statement of cash
receipts and disbursements.
Formulas
Accountants calculate cash flow in different ways for different purposes. In
this section, we'll look at a few of the methods.
Free cash flow (FCF) measures how much cash you generate after taking
into account capital expenditures for such things buildings, equipment,
and machinery. The formula is: FCF = Operating Cash Flow - Capital
Expenditures
You can usually find the information necessary to perform this calculation
on your cash flow statement. Let's look at an example.
Let's say that your company earned $12,000,000 in revenue last year.
When you add up all the capital expenses paid for your factory,
equipment, and machinery, it totals $4,000,000. Now, let's figure out the
FCF:
FCF = Operating Cash Flow - Capital Expenditures
FCF = $12,000,000 - $4,000,000
FCF = $8,000,000
104

LEARN 2 LEAD 2018

You should note that if the number derived from the equation was
negative, it means that you had negative cash flow. In other words, more
money was spent on capital expenditures than was generated by
operations.
Operating cash flow (OCF) is the measure of your company's ability to

generate positive cash flow from its core business activities. Here's the
formula:
OCF = Earnings before Interest and Taxes + Depreciation + Amortisation -
Taxes
Let's take a closer look at the equation. Earnings before interest and taxes
(EBIT) is the revenue left over after subtracting the cost of production,
selling, general expenses, and administrative expenses. It's a measure of
your operating profit before interest and taxes are deducted. Depreciation
is an accounting practice where you deduct the cost of a tangible capital
asset, such as machinery or real estate, over a period of time, while
amortization is where you deduct the cost of an intangible capital asset,
such as a patent, over a period of time.
The information needed to perform the calculation can be found on your
company's cash flow statement. Let's look at an example.
You company's EBIT is $150,000 this past year, and it took $10,000 in
depreciation expenses and $7,500 in amortization. It paid taxes of
$20,000. What is your company's operating cash flow?
OCF = EBIT + Depreciation + Amortization - Taxes
OCF = $150,000 + 10,000 + $7,500 - $20,000
OCF = $147,500
105

LEARN 2 LEAD 2018

Net cash flow (NCF) is the difference between your company's inflows of
cash and outflows of cash in a given period of time. Here's how you
calculate it:
NCF = Operating Cash Flow + Cash Flow from Investments + Cash Flow
from Financing
or
NCF = OCF + CFI + CFF
This is basically the sum of all business activities that bring in cash:
operations, investment, and loans. You can usually get the data required
for this calculation from your company's cash flow statement. Here's an
example:
Your company had operating cash flow of $125,000, cash flow from
investments of $15,000, and cash flow from financing of $50,000. What's
the net cash flow?
NCF = $125,000 + $15,000 + $50,000
NCF = $190,000
106

LEARN 2 LEAD 2018

Summary
Cash flow is the money coming into and out of a company. Positive cash
flow is where you have more money coming in than going out, and
negative cash flow is where you have more money going out than coming
in. Cash flow comes in your company either through revenue generated
from operations, investment income, or from loans. Cash flow is reported
on a company's cash flow statement. There are several formulas you can
use to calculate cash flow for different purposes, including free cash flow,
operating cash flow, and net cash flow, among others.
Free cash flow (FCF) measures how much cash you generate after taking
into account capital expenditures for such things like buildings, equipment,
and machinery. The formula is:
FCF = Operating Cash Flow - Capital Expenditures
Operating cash flow (OCF) is the measure of your company's ability to

generate positive cash flow from its core business activities. Here's the
formula:
OCF = Earnings before Interest and Taxes + Depreciation + Amortization -

Taxes
Net cash flow (NCF) is the difference between your company's inflows of
cash and outflows of cash in a given period of time. Here's how you
calculate it:
NCF = Operating Cash Flow + Cash Flow from Investments + Cash Flow
from Financing
or
107

LEARN 2 LEAD 2018

Financial managers play an integral role in the corporate arena. In this
section, we will look at the roles of a chief financial officer involving capital
investments, financial reporting and financial forecasting.
Financial Guidance
In the world today, everyone wants to know how their money can best
work for them. This is true even in the corporate world, as businesses look
to maximize their earnings. Investments, stocks and hedge funds can all
help increase and grow finances. But who manages all this? A financial
manager helps analyse and manage finances, whether you are building up
a retirement account or investing to increase capital.
Corporate Financial Management

In a corporate setting, a financial manager could have many different roles
within a business. At the highest level, you have the role of chief financial
officer (CFO). This is the senior executive who is responsible for directing
the financial activities of a company. The CFO typically has substantial
decision-making power when it comes to the use of a company's profits
and assets.
Capital Investments
A CFO directs and plans all investments within the company to best utilize
current financial resources and increase earnings. This may happen
through the selling or splitting of company stock to the public, purchasing
stock and bonds for the company or the acquisition of other companies.
These activities are collectively known as capital investments and are one
of the crucial roles that a CFO has. The CFO must take into consideration
risk and liquidity when making these types of decisions, and errors can
have grave impacts on both the company and the stock market. The CFO
must be well-versed in the various markets and know how to navigate the
company through financial turmoil.
108

LEARN 2 LEAD 2018

Financial Reporting
To make these decisions, the CFO will work closely with the accounting
section of the company to ensure that all financial reports are completed
in an accurate and timely manner. Financial reports give the current
financial standing of the company and are used by the CFO to help guide
the company. The reports are critical not only for the company itself, but
also for creditors, shareholders and employees, who rely on the accuracy
and timing of these reports to make decisions that could ultimately affect
the company. Credit ratings, employment prospects and loan
determinations are all made from financial reports. Examples of the
common types of financial reports include balance sheets, profit and loss
statements and cash-flow statements.
Financial Forecasting
A CFO will also focus on the future prospects for the company, which is
known as forecasting. By analysing areas of profit, loss and risk, a CFO will
identify and find ways to capitalize on a company's most strategic asset.
For example, the CFO of a television manufacturer will look to see which
models are the most profitable sales in a market. By analysing production
costs, regional sales and other factors, the CFO will look for ways to
increase sales to help the company improve its financial standing in the
future. This may manifest itself in a larger marketing budget for that
particular model, the elimination of lesser performing models from the
product line or possibly even the construction of another manufacturing
plant to meet sales demands.
Summary
Let's review. A financial manager helps analyse and manage finances. And
in the corporate world, the knowledge and ability of a chief financial
officer can make or break a company. A CFO must be able to take
information from multiple sources and multiple disciplines to direct what
will be the most beneficial use of company profits. Duties include dealing
with capital investments, such as the selling or splitting of company stock
to the public, purchasing stock and bonds for the company or the
acquisition of other companies, as well as financial reports, which give the
current financial standing of the company. Therefore, the role of the CFO is
a complex mix of analysing past, present and future financial currents
through forecasting to guide the company to success.
109

LEARN 2 LEAD 2018
110
Learn 2 Lead
LEARN 2 LEAD 2018

1. At the highest level, a financial manager in a corporate setting is
known as a which of the following?
 COO
 COF
 CFO
 CEO
2. As the CFO of a company, Barry mostly depends on which financial

reports?
 Balance sheets, W-2 forms, and earnings statements
 Bank statements, tax returns, and receipts
 Invoices, pay stubs, and vehicle logs
 Balance sheets, profit and loss statements, and cash-flow statements
3. The selling of company stock, purchase of other stocks and bonds, or

the acquisition of other companies are collectively known as which of
the following?
 Financial capital
 Capital improvements
 Capital investments
 Investment capital
Quiz 10 111

LEARN 2 LEAD 2018

4. Mabel, the CFO of a company, needs to identify and find ways to
capitalize on a company's most strategic asset. What areas will Mabel
need to analyse?
 Revenue, expenses, and liabilities
 Profit, loss, and risk
 Sales, returns, and dividends
 Accounting, finance, and taxes
5. What is the purpose of financial reports?

 To give the projected financial standing of a company
 To give the current financial standing of a company
 To give the historic financial standing of a company
 To give the budgeted financial standing of the company
Your score ___/ 5
Quiz 10 112

LEARN 2 LEAD 2018
113
Learn 2 Lead Review

LEARN 2 LEAD 2018
REVIEW
114
Learn 2 Lead
LEARN 2 LEAD 2018

The 5P’s of Leadership
Defining leadership is a difficult task, so analysing someone as a leader can

be even more ambiguous. How can we decide if someone is a 'good' or
'bad' leader? In this lesson, we'll talk about how the 5Ps of leadership can
help do just that.
The 5 P's of Leadership
If you think about your professional life, you can probably identify
someone you consider a leader. But what makes that person a leader? The
title of leader is used often but not understood very well. So, if it is difficult
to define what makes someone a leader, how can we say if they are good
or bad? Is it based on if we like them or not, or on the results of the
organization they manage? Analysing a leader is just as tough as defining
leadership.
One model of analysing leadership is known as the 5 P's of Leadership.

This model considers five dimensions when assessing whether a leader is
good or bad. While each of the dimensions are subjective, meaning there
may still be some variance among the answers followers give, the model
at least provides a consistent framework. The 5 P's are:
o Personal Attributes
o Position
o Purpose
o Procedure/process
o Product
115
Learn 2 Lead Review

LEARN 2 LEAD 2018

How to Use the 5 P's
Remember, the 5 P's are dimensions of a model. You don't use each
dimension individually, but rather, the dimensions give you specific
attributes to judge, that you can then consider as a package when
considering the situation and the leader to assess their performance.
None of the 5 P's is more important than the others in the model. It's also
not always important that a good leader be equally balanced in their skills
on each dimension. It's more important to recognize which dimensions are
lacking and ensure there are complementary leaders or staff in the
organization or unit. Let's take a closer look at each of the 5 P's.
Personal Attributes
Personal attributes refer to the traits, characteristics, skills, abilities, and
personality of the leader. There has been a lot of research trying to
identify which personalities, skills, etc. make the best leader, but no
research has found that perfect formula. Leadership research began
centuries ago with the Great Man (or Woman) theory, which simply
suggested that some people were simply born leaders, and others were
not. With all the research that has been done, we know it isn't about just
being born a leader, but there also isn't a best profile for a leader. It's
much more dependent on what the situation calls for.
Position
Position addresses how the leader fits into the organization or unit,
formally or informally. While the person seen as the leader is commonly
the person at the top of an organization or unit, such as the boss, the real
leader may be someone else. Informal power can be very strong. If there's
a unit that has a well-respected, long-serving employee, that person may
have more power than the official leader.
In the 5 P's model, when thinking about the position dimension, it's all
about what the leader was able to accomplish with the position they had.
A CEO, a leader with a powerful title, that can't inspire an organization to
rally around a new strategy may rate low on this dimension, while Gandhi,
someone with no title, would certainly rate high.
116
Learn 2 Lead Review

LEARN 2 LEAD 2018

Purpose
Every leader has a purpose, formal or informal. A leader's purpose may be
productive and ethical or it could be questionable. This is something that
the followers and observers will discover as the leader begins their job. In
business, a leader's purpose isn't as simple as making money or growing
the business. There are often multiple purposes for a leader; some
measurable, like increasing revenue, and some not measurable, like
increasing employee morale. It's nice when everyone is on the same page
and understands the purpose of the leader, but it is absolutely critical that
the leader understand their purpose.
Procedure/Process
Procedure/process helps us define how a leader leads. We all know that
someone in a position of authority can get something done in a number of
different ways.
If they have formal authority, such as the ability to fire you, they can
simply tell you to do something. That process may not be effective in the
long term if it causes you to look for other jobs, but it may get done what
they need done now. Or a leader might take more of a coaching role and
explain why they are requesting something be done, how it fits into the
larger picture, and how they might approach it.
Both are procedures or processes a leader can use, and each has their
own benefits and costs. Whichever the leader selects, these procedures or
processes can be somewhat simple or immensely complex.
Product
Finally, the product is the final objective of the leader; the reason the
leader is needed in the first place. Like purpose, it may be known or
unknown to others, and it might take years to be able to judge a leader on
this dimension. It is also important to understand the distinction between
purpose and product. The purpose is the desired outcome, while the
product is the actual outcome. And again, like many of the dimensions,
there are likely primary and secondary purposes and products for a leader
to be judged on.
117
Learn 2 Lead Review

LEARN 2 LEAD 2018

Summary
The 5 P's provide a framework that we can use to analyse leaders
consistently.
1. Personal attributes refers to traits, characteristics, skills, abilities, and

personality of the leader.
2. Position addresses how the leader fits into the organization or unit,
formally or informally.
3. Purpose is the desired outcome.
4. Procedure/process is what helps define how a leader leads.
5. Product is the final objective or actual outcome
We may each have our own opinions about a leader and his or her skills in
each dimension, but at least a framework like the 5 P's gives us
consistency in our own judgment of leaders. Assessing the quality of a
leader is a difficult concept, which makes it that much more important to
have an organized process that really makes us think throughout our
assessments.
118
Learn 2 Lead Review

LEARN 2 LEAD 2018

Style and Authoritative Leadership
Have you ever had the opportunity to lead in a business setting? If you
have, you may have realized that it can be a lot harder than it appears. As
a leader, it's important that you find and develop a leadership style that
works best for the type of business environment that you are in. Let's take
an in-depth look at several styles of leadership including authoritative,
participative, laissez-faire, situational, and bureaucratic; and what type of
workplace environment is the best fit for each.
Can you recall a time that you may have witnessed a drill sergeant barking
orders to members of the military? It was clearly evident that the drill
sergeant was in complete control and in a position of authority. This is an
example of the authoritative leadership style, which can be defined as a
style where a leader has total control over subordinates (those who report
to the leader) and is the sole authority figure that makes decisions with
minimal or no input from others.
Let's assume that you work in a restaurant that stays quite busy. You have
a boss that is demanding, verbally abusive, and seems to enjoy
confrontations with employees. This is a prime example of the
authoritative leadership style. Here are a few jobs that are best fit for the
authoritative leadership style:
o Prison guard
o CEO of a Fortune 500 company
o Head football coach
o General in the Army
These jobs often demand a leader that is disciplined, great with making
executive decisions, and meeting deadlines.
119
Learn 2 Lead Review

LEARN 2 LEAD 2018

Participative Leadership
When people participate in something, it means that they are involved
with others or with a specific thing. The participative leadership style is
when a leader involves subordinates and others when making important
decisions for a business, but the leader has the final say in the decision.
This style of leadership centres around the fact that although others may
participate and give their opinions, the final decision still lies with the
leader.
Imagine that you are in charge of a project at work, and you have been
given the authority to make the final decision. As a leader that uses the
participative leadership style, you have chosen to get input from your
subordinates. You have made an executive decision for the project but
with the helpful information and opinions provided from your
subordinates. Let's take a look at several jobs that may be a good fit for
participative leadership:
o Teachers
o Physical trainers
o Managers of small businesses
The traits of this style of leadership include a willingness to openly
communicate with others, the ability to empower subordinates, and the
ability to foster an environment that breeds creativity.
120
Learn 2 Lead Review

LEARN 2 LEAD 2018

Laissez-Faire Leadership
Imagine that you are employed as the manager of a software company.
You and your team have been tasked with designing a program to help
children learn to read and write. You have decided that each employee has
the right to create their own programs, as long as they meet the
requirements of educating children. You have provided no other rules or
regulations, and the team does not have to consult you at all unless they
have questions. This describes the laissez-faire leadership style, which uses
a hands-off approach that allows employees and subordinates to perform
their duties without having to consult the leader.
The leader acts as a facilitator and supplies any materials or resources the
subordinates may need to complete the task. The characteristics of the
laissez-faire leadership style include having the ability to trust those
around you, believing in a hands-off approach, and having little to no
anxiety issues. Some of the best job fits for the laissez-faire leadership
style include:
o Software developers
o Independent contractors
o Painters
These jobs have leaders or managers that are able to physically leave the
job, and their subordinates will be able to complete the job with no
problems and no consultation.
121
Learn 2 Lead Review

LEARN 2 LEAD 2018

Situational Leadership
Let's imagine that you are the boss of a marketing firm, and you have
three employees: Bob, who loves confrontation; Amy, who enjoys being
included in conversations and activities; and Bill, who likes to work
independently. As a manager, it's important to properly address each
employee since they all have different characteristics. The ability to adjust
your leadership style to match the traits and characteristics of employees
is called situational leadership.
In the previous example, situational leadership has helped you to
determine that you need to make sure that Amy feels a part of any
activities that take place at the job. Meanwhile, you will also need to make
sure that Bill does not feel as if you are looking over his shoulder while
working. A productive leader that uses the situational leadership style
should seek to constantly change in an effort to match the vast needs of
the employees within an organization. A few examples of jobs that best fit
this description include:
o Restaurant manager
o Coach of a team
Bureaucratic Leadership
Of the many styles of leadership which have been discussed, the
bureaucratic leadership is known as a traditional form of leadership.
Bureaucratic leadership can be defined as a form of leadership that is
centred around following rules and regulations as part of a chain of
command.
For example, in many organizations there is a CEO that is at the top of the
organization. Under the CEO, there may be other positions such as vice
president and finance director. Bureaucratic leadership encourages
employees to adhere to the rules along with the hierarchy of the chain of
command. The leaders hold power based on their position, while
followers are expected to conform to the rules set forth. Some examples
of jobs which may best fit this style are:
o Uniformed public service jobs
o Non-uniformed public service jobs
122
Learn 2 Lead Review

LEARN 2 LEAD 2018

Summary
This section reviewed the five types of leadership style. The authoritative,
participative, laissez-faire, situational, and bureaucratic leadership styles.
Each have the following characteristics:
Authoritative - one person in complete control over decisions with no

consultation from subordinates
Participative - a leader that involves others in decision-making but still has

the final say
Laissez-faire - one that allows subordinates to make decisions without

having to consult the leader
Situational - a leader that adjusts their leadership style based on traits of

employees
Bureaucratic - leadership based around following rules and an

organizational chain of command
123
Learn 2 Lead Review

LEARN 2 LEAD 2018

My Leadership Style
Scoring
Sum the responses for questions 1,2,6,10,15 & 16 = Authoritarian
Sum the responses for questions 4, 5, 8, 11, 14 & 18 = Democratic
Sum the responses for questions 3,7, 9, 12, 13 & 17 = Laissez faire
Total scores
Authoritarian Leadership _____
Democratic Leadership _____
Laissez-Faire Leadership _____
Scoring Interpretation
This questionnaire is designed to measure three common styles of
leadership: authoritarian, democratic, and laissez-faire. By comparing your
score, you can determine which styles are most dominant and least
dominant in your own style of leadership.
Authoritarian Leadership – Leader needs to control members and what
they do. They emphasise that they are in charge and exert influence and
control over group members. Authoritarian leaders prefer communication
be directed up.
Democratic Leadership – Leaders treat members as fully capable of doing
work on their own. They work with group members, try hard to treat
everyone fairly, and to not be above others. Their main goal is to help
group members reach personal goals. Communication is interactional
between leader and members.
Laissez-Faire Leadership – Leaders do not try to control members and do
not try to nurture and guide members either. Instead, this leader engages
in minimal influence and has a “hands-off” approach.
If your score is 26-30, you are in the very high range.
If your score is 21-25, you are in the high range
If your score is 16-20, you are in the moderate range.
If your score is 11-15, you are in the low range.
If your score is 6-10, you are in the very low range.
Adapted from Introduction to Leadership: Concepts and practice by Peter G. Northouse (2009)
124

LEARN 2 LEAD 2018
Strengthen your confidence
125

LEARN 2 LEAD 2018
My Credibility
My Credibility Worksheet
You can’t do what you say if you don’t know what you believe. The first
stage of your credibility journey is to clarify your values and determine the
roots of your personal credo.
1) Where did your beliefs about what is important in life come from?
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
2) Which of these ideas or principles still guide you now?
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
3) Which are still useful? How do they help, support, or guide you in your
daily life now?
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
4) Which are no longer useful? Do any ever cause you conflict or
uneasiness?
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
5) Is it time to let go of some old ways of thinking and acting?
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------
Adapted from Strengthening Credibility: A Leader’s Workbook by James M. Kouzes and Barry Z. Posner with Jane Bozarth. Copyright
©2011 James M. Kouzes and Barry Z. Posner. Published by Jossey-Bass, An Imprint of Wiley. All Rights Reserved.
126

LEARN 2 LEAD 2018
Thank you for your

participation in
LEARN 2 LEAD
One final request, can you please complete the

post participation survey before you leave.
We hope you have not only enjoyed your time,

but also enhanced your leadership skills during
the Learn 2 Lead program. We look forward to
seeing you back on campus soon.
We also wish you all the best for the remainder

of the year and whatever your future holds.
University of Tasmania
Schools Engagement Team.
127
Learn 2 Lead
LEARN 2 LEAD 2018
Quiz score card

Quiz 1 ___/ 5 Page 21
Quiz 2 ___/ 5 Page 37 - 38
Quiz 3 ___/ 10 Page 40 - 42
Quiz 4 ___/ 5 Page 49 - 50
Quiz 5 ___/ 5 Page 55 - 56
Quiz 6 ___/ 5 Page 66 - 67
Quiz 7 ___/ 3 Page 68
Quiz 8 ___/ 5 Page 69 - 70
Quiz 9 ___/ 5 Page 97 - 98
Quiz 10 ___/ 5 Page 110 - 111
Total ___ / 53
STUDENT NAME _______________________

SCHOOL ______________________________
128

Learn 2 Lead Student Workbook 2018

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Learn 2 Lead Student Workbook 2018

Transféré par

Droits d'auteur :

Formats disponibles

A UTASConnect Program

LEARN 2 LEAD 2018

We are learning to…

What I’m looking for….

LEARN 2 LEAD 2018

LEARN 2 LEAD 2018

LEARN 2 LEAD 2018

LEARN 2 LEAD 2018

There are seven keys to establishing effective leadership.

1. Having and sharing a vision

2. Inspires others - leading vs. managing

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

4. Hires the right people and allows them to do their job

6. Earns the trust of others

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

How can you be an effective leader?

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

Instrumental vs. Expressive Leadership

Although most leaders are dominantly instrumental or expressive, both

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

STATEMENTS Strongly Disagree Neutral Agree Strongly

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

STATEMENTS Strongly Disagree Neutral Agree Strongly

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

Authoritarian leaders make decisions on their own with no input from

While authoritarian leadership can be beneficial at times, it is often the

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

Laissez-faire leadership can be effective for skilled and motivated groups

For the most part, laissez-faire decision-making is considered negative.

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

While democratic leadership has been described as the most effective

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

Features of Democratic Leadership

Leadership, on the other hand, can be thought of as the power of an

Democratic leadership attempts to manage with democratic principles,

Distribution of responsibility - A manager that leads democratically will

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

Democratic leadership does present some disadvantages. A democratic

Characteristics of democratic leadership include distribution of

1. Distinguish between authority and leadership

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

Authoritarian is effective when there is a time crunch or the situation is

Learn 2 Lead ROLES & RESPONSIBILITIES

LEARN 2 LEAD 2018

LEARN 2 LEAD 2018

2. Leaders set direction in an organisation

3. Leaders should act powerful?

4. Leaders always exhibit professional behaviour