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1. Please answer the attached questions (Q1 and Q2) according to the instructions below. The answer for first question (Q1) shall not less than full page “A4 size” or one and a half page “A4” as maximum. The tutor shall fill out full page “A4 size” to answer sconed question (Q2), You will see the COPY of Q2 in the attached session # (2). Make sure to answer all the listed questions in Q2(1,2,3 and 4) Read carefully all the attached slides prior to answer Q1 and Q2. The answer for Q1 and Q2 based on what have you understood from all attached sessions. Don’t use the artificial intelligence chatbot.The answer should matach with level of postgraduate student. 2. In New Page , Highlight from where the answers have been REFLECTED (Session 1 or 2 or 3 INCLUDING THE PAGE NUMBER)
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Session 1
Leadership & Transformations
1
Sayings on Leadership
2
Without communication skills,
you are less likely to be
successful.
Communicat
ion and You
Communication is the most
valued workplace skill.
Without effective
communication skills, your
career may suffer.
3
Leadership
and You
• Regardless of your professional goals,
you will influence others through
communication.
• To lead is to influence others.
• Enhancing communication
competence can enhance leadership
abilities.
4
The Nature of Communication
• Human Communication is about:
• Making sense
• Sharing sense
• Creating meaning
• Verbal and nonverbal messages
5
The Components of Communication
•
Source: The originator of the message
•
Encoding: Turning thoughts into a code
•
Decoding: Interpreting the message
•
Message: The information communicated
•
Receiver: The person interpreting the message
•
Channel: The means by which the message is expressed
•
Noise: Anything interfering with the interpretation of the message
•
Feedback: The response to the message
•
Context: The environment of communication
6
Leadership
Perspectives
• Leaders help make something happen
• Leaders create the extraordinary
• Leaders are ethical
• What do these perspectives have in
common?
7
Leader
Versus a…
• 1. Manager: A person appointed to
coordinate and facilitate.
• Keep things organized
• A focus on the short term
• Coordinates the work without influencing its
design
• 2. Follower: A person who implements
another person’s plan
• Engage in the work designated by others
8
Leadership
Approaches
• Trait approach an approach to
leadership that focuses on the
psychological and physical attributes
or traits that make leaders effective.
• Functional approach an approach to
leadership that suggests that leaders
perform essential functions, tasks,
and processes that help an
organization or team achieve goals.
Task functions behaviors that help a
team or organization get work done.
9
Leadershi
p
Approache
s
1. Trait approach: A focus on the psychological
and
• physical attributes that make for an effective
leader.
• – Intelligence
• – Confidence
• – Social skills
• -Administrative skills
• – Enthusiasm
• – Honesty
• – Competence
• – Not afraid to speak up
10
Leadershi
p
Approache
s
• 2. Functional approach: Leaders are people who perform essential functions, tasks, and
processes.
• The functional approach to leadership suggests that leaders exist to perform essential
functions or behaviors that help an organization or team achieve its goals. Rather than
identifying personality characteristics or other traits, the functional approach to
leadership divides the essential leadership behaviors or functions that enhance the
workings of a group into two categories:
1. Task function
• Help the team get work done
• Ensure that the task gets completed
2. Process function
• Maintains a harmonious climate
• Promotes a friendly atmosphere
11
Process
functions
(Functiona
l
Approach)
• Leaders who enact process functions help maintain a
harmonious climate by encouraging amiable
relationships among people. To attend to process
functions, leaders listen and respond to others. They
seek to maintain a friendly environment that also
promotes honest, frank discussion. Conflict is a normal
and expected part of working with others. It would be
unusual if there were no conflict among people in
groups. Process leaders focus on managing relationships.
Specific process roles include the following:
• Encouraging reticent members to talk
• Mediating conflict
• Compromising or helping other to compromise
• Gatekeeping: monitoring and acting to ensure some
members don’t talk too much and others don’t talk too
little
12
Task
functions
Functional
Approach
• Task functions are those behaviors that help
the team or organization get the work done.
Whether the leader is appointed or elected,
one of his or her responsibilities is to ensure
that the task the group is undertaking is
completed. But don’t get the idea that only
one person performs these specific
functions. Several different people can
perform task functions. Sometimes the
functions are explicitly assigned to people,
and at other times the functions are
accomplished as sensitive and skilled people
become aware that these task functions
need to be performed.
13
Leadershi
p
Approache
s
• 3. Styles approach: Leaders use 1 of 3
primary leadership styles.
• Authoritarian
• Give orders and control others
• Democratic
• Consult with the group for its input
• Laissez-faire
• Take a hands-off approach
14
Authoritari
an leaders
(Styles
approach
)
• Authoritarian leaders influence by giving
orders and seeking to control others.
Military officers assume this leadership style;
so do dictators like Hitler. But you don’t have
to be in the military or in a dictator-ruled
country to experience an authoritarian
leadership style. Perhaps you’ve been in a
group and wondered, “Who put her in
charge?” Or, maybe you noted that action
needed to be taken, so you asked someone
to do what you thought needed to be done.
15
Democrati
c leaders
(Styles
approach
)
• Democratic leaders, as you might suspect
from the name, consult with others before
issuing edicts. This type of leader seeks to
join in the process of influencing without
bulldozing the group into action it may
resent. Sometimes formal votes are taken,
but the leader or leaders will gauge the
reaction of the group through dialogue and
by reading nonverbal cues. Democratic
leaders are aware of the needs of the team
or organization rather than focused on
achieving their own personal agenda.
16
Laissezfaire
leaders
(Styles
approach
)
• Laissez-faire leaders take a hands-off, laidback approach to influencing others. Laissezfaire is a French phrase that implies
noninterference. This leadership approach is
based on the assumption that the less
direction provided by the leader, the better.
In many ways this type of leader shies away
from actively influencing the group. He or
she influences only when pushed to lead.
17
Leadership
Approaches
Three
more
leadership
styles:
Situational
Select styles as
the
circumstances
change
Transformational
Influence
people to see
the future in
new ways
Servant
Be of service to
the group
18
The
Situational
Leadershi
p
Approach
• The situational leadership approach views
leadership as an interactive process that
links a particular style of leadership with
such factors as culture, time limitations,
group member personalities, and the work
the group needs to do. Sometimes a group
needs a strong, authoritarian leader to make
decisions quickly so that the group can
achieve its goal.
19
Transformatio
nal
leadership
Approach
• Transformational leadership is the process of
influencing people to see the future in new ways.
The transformational leader influences the team or
organization by giving the team a glimpse of the
future, energizing or realigning the culture, or giving
the organization a new structure. The leader
influences by helping team members see all of the
possibilities within the team, including those that
may not yet be visible. Microsoft founder Bill Gates
challenged existing ways of thinking and developed
the world’s largest software development company.
Michael Dell transformed the way computers were
marketed in the late twentieth and early twenty-first
centuries. Entrepreneur Mark Zuckerberg, founder
of Facebook,
20
SERVANT
LEADERSH
IP
APPROAC
H
• To be a servant is to support, nurture, and assist others.
Several researchers have identified a leadership style,
known as servant leadership, in which the leader
explicitly views himself or herself as being of service to
the group or team.
• Robert Greenleaf, one of the first researchers to develop
the concept of servant leadership, described it this way:
• It begins with the natural feeling that one wants to serve,
to serve first. Then conscious choice brings one to aspire
to lead. The difference manifests itself in the care taken
by the servant—first to make sure that other people’s
highest priority needs are being served. The best test is:
Do those served grow as persons; do they, while being
served, become healthier, wiser, freer, more
autonomous, more likely themselves to become
servants?
21
22
Principles of
Leadership
(Add ons)
1. Be aware of your communication
• Be aware of your motives
• Be aware that people perceive
situations differently
2. Effectively use and interpret verbal
messages
• Encode and decode accurately
3. Effectively use and interpret nonverbal
messages
• Encode and decode accurately
23
Principles of Leadership Continued…
4. Listen and respond thoughtfully to others
• Be other-oriented
• Respond thoughtfully to others
5. Appropriately adapt messages to others.
• Make a decision about your communication goal
• Tailor your message to the person receiving it
24
Relationship: An ongoing connection we
make with others
Relating to
Others
Interpersonal communication: When
two people interact to mutually
influence each other for the purpose of
managing relationships
Impersonal communication:
Communication by which you respond
to a person as an object or based on
their role
25
Collaborating
with Others
Group
communication
:
Communication
that occurs
between 3 – 15
people
• Share a common goal
• Influence each other
Team: A
coordinated
group of people
striving towards
a specific
common goal
• Clearly defined roles,
duties, and
responsibilities
• More highly structured
than a group
26
Presenting
to Others
• Public communication: When a speaker
addresses a gathering of people to inform,
persuade, and/or entertain them
• Developing, organizing, and delivering a
presentation
• More formal and structured than group or
interpersonal communication
27
Session 2
Leadership & Transformations
1
Being Aware
of Self and
Others
2
3
Mindfulne
ss
• Awareness of your own and others’
thoughts, actions, and motivations
• Important aspects of mindful leadership:
• Assumptions about followers
• Awareness of organizational culture
• Awareness of ethical issues
4
Identifying Your Social
Style
•Assertiveness: The capacity to make
requests, actively disagree, and express
emotions without attacking others.
•Responsiveness: The capacity to be
sensitive to the communication of others, be
seen as a good listener, make others
comfortable when communicating, and
recognize other’s desires and needs.
5
Your Social Style
AMIABLE: “RELATIONSHIP
SPECIALISTS.” ENJOY
SUPPORTIVE AND HELPFUL
ROLES.
ANALYTICAL: “TECHNICAL
SPECIALISTS.” ENJOY WORKING
IN TECHNICAL POSITIONS.
DRIVER: “CONTROL
SPECIALISTS.” ENJOY WORKING
IN LEADERSHIP AND
MANAGEMENT POSITIONS.
EXPRESSIVE: “SOCIAL
SPECIALISTS.” ENJOY BEING
NOTICED BY OTHERS.
6
7
8
Adapting to Social Styles
STYLE FLEXING: THE PROCESS OF
ADAPTING YOUR COMMUNICATION
TO HOW OTHERS COMMUNICATE.
MAXIMIZES THE COMMUNICATION
“FIT” BETWEEN TWO PEOPLE
AWARENESS OF SOCIAL STYLES IS
USEFUL IN LEADING OTHERS MORE
EFFECTIVELY
9
Classical Approach of Social Styles
• Based on the principle of reward and punishment
• There is one best way to perform a task
• There is a clear leader whose job is to influence workers to perform efficiently and effectively
• Team members have accepted that they are fulfilling a role that is needed
• Communication is typically downward
• Team members are not expected to spend much time collaborating to determine how to work
10
Human Relations
Approach of Social Styles
• Humans are motivated by personal reasons
for working hard or not
• The way people are treated influences how
they work (Hawthorne Effect)
• Working conditions influence how people
work
• Hygiene factors: Basic aspects of a job that
must be present for satisfaction.
• Motivation factors: Aspects of a job that, if
present, will motivate employees to work
harder.
11
Human
Resources
Leadershi
p
• People are resources and can be full partners
in an organization or team.
• Empower people to participate
• Give people control over work processes
• Leaders work side by side with their teams
• Emphasizes both the task and the person
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13
14
The Nature
of
Organizatio
nal Culture
• The learned pattern of beliefs, values,
assumptions, and rules that are shared by
the people in an organization.
• Affects all aspects of how work is
accomplished
• Influences how people communicate with
each other
15
The Nature
of
Organizatio
nal Culture
• Created through communication
• Communicated both explicitly and implicitly
• Includes multiple factors
• Is multilayered and multifaceted
• Inevitably changes
16
Organizational Culture and Leadership
• Leaders communicate organizational culture through:
• What they pay attention to
• Their reactions to major events and crises
• Their actions as role models.
• How they reward others
• The criteria used to recruit, promote, and “excommunicate” others
17
Be Aware of Ethical
Leadership
Challenges
18
Ethics
• The beliefs, values, and moral principles by
which people determine what is right and
wrong.
• What does it mean to be ethical?
• Being sensitive to others’ needs
• Giving people choices rather than forcing them
• Keeping sensitive information private
• Not intentionally decreasing others’ sense of
worth
• Being honest in presenting information
19
• Leaders have to manage the temptation to
deceive others. Some challenges:
Challenge
of Deceit
• Lying for personal benefit
• Using information for personal benefit
• Denying the possession of knowledge that may
benefit others
• Collecting information that violates others’ privacy
• Disclosing information to people who do not have a
need or a right to that information
20
• Leaders have to be responsible for their behavior and the
behavior of their team members.
• Some challenges:
Challenge of
Responsibility
• Modeling ethical conduct at all times
• Acknowledging and trying to correct ethical problems
• Taking responsibility for the consequences of orders
and actions
• Taking reasonable steps to prevent the unethical
treatment of others
• Operating by the same standards as team members
21
• Leaders have to be consistent in
their approach. At the same time,
leaders must acknowledge personal
differences.
• Some challenges:
Challenge of
Consistency
• Informing team members about the
importance of treating individual
needs
• Informing team members of the
criteria used for making decisions
• When appropriate, sharing the
criteria used for making decisions
22
Using Verbal and Nonverbal Messages (chapter 3)
1
2
Why Steve Jobs Was The Ultimate Communicator
•
Jobs had an amazing ability to speak with passion and make his ideas
understandable and memorable through telling stories and
demonstrations.
•
World’s most exciting and gifted communicator.
•
A Steve Jobs presentation doesn’t just deliver information. It informs,
educates and entertains.
•
He only focused on one idea at a time.
•
Jobs hardly ever used words on his slides; he let the image paint the
picture and reinforced it with stories.
•
Jobs never let the fact that he was a techie and generally speaking to a
tech audience turn his speeches stale with an overload of jargon. He
knew that he needed to connect on a human level and speak about
what a regular person really wanted out of a product rather than just
spewing out impressive specs and features.
3
• https://www.youtube.com/watch?v=K4kxkNCayDY
4
Seven Principles of
Transformational Leadership -Creating A Synergy of Energy
“Managers are people who do things right, while leaders are people who do the right
thing (transforming others).” Warren Bennis, On Becoming a Leader
5
1. Principle of
Simplification
• Successful leadership begins with a vision,
which reflects the shared purpose. The
ability to articulate a clear, practical,
transformational vision which answers the
question, “Where are we headed?” Stories
teach this idea – the stonecutters’ tale:
The first stonecutter says, “I’m cutting
stone,” the second says, “I’m carving a
cornerstone,” but the third says, “I’m
building a concert hall.” The third has
vision. Where do seminary students see
themselves – impacting their local church,
their community, the nation, or the world?
For any team, discussing goals, objectives
and vision unifies the members.
6
2. Principle of
Motivation – The
ability to gain the
agreement and
commitment of
other people to
the vision.
• Once the transformational leader is
able to bring synergy to the
organization he must then use various
means to energize (motivate) the staff.
A common way to motivate others is
to challenge them, provide ample
opportunity to join the creative
process, and give them the credit.
7
3. Principle of
Facilitation
• The ability to effectively facilitate the
learning of individuals, teams, and
other reliable and reputable
resources. Peter Senge in The Fifth
Discipline says the primary job of
leadership now is to facilitate the
learning’s of others. The inborn quest
of humans (staff) to learn more and
more becomes the leaders’ greatest
asset to address organizational
challenges. Transformational leaders
have been given a sacred trust of
being stewards of their staff’s
intellectual capital.
8
4. Principle of
Innovation
• The ability to boldly initiate prayerful
change when needed. An effective and
efficient organization requires
members to anticipate change and not
fear it. Leaders must initiate and
respond quickly to change. Team
members successfully influence one
another to assimilate change because
the transformational leaders have
build trust and fostered teamwork.
9
5. Principle of
Mobilization
• The ability to enlist, equip and
empower others to fulfill the vision.
Transformational leaders look for
willing participants who have already
been given formal leadership
responsibilities and also among people
who have not. They desire leadership
at all levels, so they find ways to invite
and ignite leadership all levels. They
introduce simple baby steps to enlist
larger participants.
10
6. Principle of
Preparation
• The ability to never stop learning about
themselves with and without the help of others.
Rick Warren says, “Leaders are learners.”
Transformational leaders realize that the
transformation they pursue in is a reflection of
their own spiritual quest–that they must serve
the world through their giftedness because that
is the only way they truly fulfill their life mission.
With this mindset, moments of being stuck
become moments of total dependence on God.
This is such a rigorous path of learning that
transformational leaders must be in thriving
relationships with others pursuing
transformation. It is within these vital
relationships, life opportunities and obstacles get
saturated in love and support.
11
7. Principle of
Determination
• The ability to finish the race. A leader’s
missions is sometime difficult and their
journey often lonely. Leaders depend on
their stamina, endurance, courage and
strength to finish each day. Because their
focus is not only on raising their own
leadership but the development of others,
the most rigorous and humbling of all
human endeavors, transformational
leaders experience times of self doubt,
grief and fatigue. Transformational leaders
have to develop spiritual, emotional, and
physical disciplines to sustain their high
level of commitment to their cause.
12
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