LEADERSHIP PRINCIPLESBY KERERI, ANGIR & VISAVILWA

LEADERSHIP PRINCIPLES

•14. EFFECTIVE LEADERSHIP•15. HUMAN RELATIONS•16. THE TEAM CONCEPT

THE BOSS DRIVES; the leader coaches. The boss wants power; the leader, good will. The boss creates fear; the leader builds pride. The boss says “I”; the leader says “We”. The boss places blame; the leader solves

problem. The boss knows how; the leader shows how. The boss uses people; the leader serves others. The boss preaches; the leader teaches. The boss takes credit; the leader gives credit. The boss commands; the leader asks. The boss says “Go”; the leader says “Let’s go”. -William J. Steward;Author and educator

LEARNING POINTS

How do rate on the principles and practices of effective leadership?

Why are human relations important, and what are the elements of an enlightened workplace?

What are the characteristics of a high performance group, and what can the leader do to develop communication, teamwork, and a one-team attitude?

14. EFFECTIVE LEADERSHIPHow do you go about being an effective leader?

(Principles) Be yourself. Figure out what you are good at. Hire only good people who care. Treat people the way you want to be treated. Focus on one or two critical objectives. Ask your co-workers how to get there. Listen well. Call the play. Get out of their way. Cheer them on. Count the gains. Start right now.

Certain principles of leadership have optimum positive influence on followers.

Followers are unable to read the minds of their leaders and can go only by what they see them do; therefore, it is important to consider how well you are practicing the principles of effective leadership.

WORK MORALE The importance of morale has been recognized by

all great leaders. Napoleon once wrote: ‘An army’s success

depends on its size, experience, equipment, and morale…. And morale is worth more than the other elements combined.”

A person’s morale can be diagnosed according to the percentage of time spent on the job in each of three states-work, play, and hell.

The single best way to achieve high morale is to get the right person in the right job in the first place.

RAISING EMPLOYEE MORALE

Some policies and techniques for maximizing morale seem to work with the majority of employees in most cases.

A review of 550 studies published in 1959 shows 9 areas in which management can take actions that will have positive affects on employee satisfaction and job performance.

Following are the 9 areas and possible actions:

1. Pay and reward systems. Introduce a group bonus.2. Job autonomy and discretion. Allow workers to determine their own

work methods.3. Support services. Provide service on demand from technical

support groups.4. Training. Provide training and development for all employees.5. Organizational structure. Reduce the number of hierarchical levels.6. Technical and physical aspects. Break long production and

assembly lines into smaller work units.7. Task assignments. Assign whole task, including preparatory and

finishing work.8. Information and feedback. Solicit and utilize direct feedback from

users-customers, other departments.9. Interpersonal and group processes. Increase the amount and types

of group interaction.

WORK MORALE AND THE ROLE OF THE LEADER Does morale make difference, and does

leadership count? Yes and yes, answered Robert Levering and

Milton Moskowitz in The 100 Best Companies to work for in America, identifying Southwest Airlines as number 1 and quoting an enthusiastic employee: “Working here is an unbelievable experience.

They treat you with respect, pay you well, and ask you to use your ideas to solve problems. They encourage you to be yourself. I love going to work.

The success of the company comes from a leader who is honest and caring, committed to his people and who cares about their morale.

It is common sense that happy employees make happy customers.

PRACTICAL LEADERSHIP TIPS

The task of leadership is to manage morale, which means making sure people: feel they are given the opportunity to

do what they do best every day; believe their opinions count; sense their fellow employees are

committed to doing high-quality work; have made a direct connection between

their work and the company’s mission.

TIPS FOR BEING AN EFFECTIVE LEADER

Be predictable: be consistent Be understanding: try to see things from the

other person’s view Be enthusiastic: the atmosphere you create

determines whether people will give their best effort when you are not present.

Set the example: it is difficult to ask others to do something if you, yourself aren’t willing to do it.

Show support: people want a leader they can trust in times of need and a person they can depend on to represent their interests (mutual loyalty).

Get out of the office: visit frontline people with your eyes and ears open.

Keep promises: when you make promises, keep them faithfully. Credibility is the formation of trust, and trust is an essential quality employees want in a leader.

Praise generously: never let an opportunity pass to give a well-deserved compliment.

Hold your fire: say less than you think (how you say something is often more important than what you say).

Always be fair: show respect, consideration, and support for all employees equally, but differentiate rewards based on performance.

PSYCHOLOGICAL HEALTH AND THE CONCEPT OF FLOW

A satisfying work experience is important for emotional well-being.

The Russian writer Fyodor Dostoyevsky wrote “If it were considered desirable to destroy a human being, the only thing necessary would be to give his work a climate of uselessness”.

Thomas Jefferson believed it was neither wealth nor splendor, that tranquility and occupation, which give happiness.

CONCEPT OF FLOW Flow is the confluence of challenge and skill. In all fields of work, when we are challenged by

something we are truly good at, we become so absorbed in the flow of the activity that we lose consciousness of self and time. We avoid states of anxiety, boredom, and apathy, and we experience flow.

THE EXPERIENCE OF FLOW COMBINES HIGH CHALLENGE AND HIGH SKILL

High challenge

anxiety flow

Low skill high skill

apathy boredom

Low challenge

NOTE THAT:

Low skill + low challenge= apathy and diminished work life;

Low skill + high challenge = anxiety and low self-esteem;

High skill + low challenge = boredom and low creativity;

High skill + high challenge = the experience of flow and work fulfillment.

WHAT IS IT LIKE TO BE IN A STATE OF FLOW? People describe the same dimensions of flow: A clear and present purpose distinctly

known. Immediate feedback on how well one is

doing. Supreme concentration on the task at hand

as other concerns are temporarily suspended.

A sense of growth and being pert of some greater endeavor as ego boundaries are transcended.

An altered sense of time that usually seems to go faster.

JOB DESIGN AND WORK SATISFACTION

What constitutes a good job?One of the best models of job design and work satisfaction shows intrinsic and extrinsic factors that are necessary for a rich job.

Intrinsic factors are:

o Variety and change; (not too much, nor little)o Opportunity for decision making; (not too much nor

too little).o Feedback and learning; (Not too much …o Mutual support and respect;o Wholeness and meaning;o Room to grow.

Extrinsic factors are:

o Fair and adequate pay;o Job security;o Benefits;o Safetyo Healtho Due process.

HUMAN RELATIONS

Peter kirere Meldan Agir Nancy Visavilwa

15. HUMAN RELATIONS

Overviewo Introductiono Human relation in the workplaceo Basic Beliefs about Peopleo Abuse and Physical Violenceo Trust and respect in human relationso The art of listeningo 10 principles of effective listeningo Workplace theorieso The enlightened workplaceo Evolving context of human relations

15. INTRODUCTION

Human relations are important to the individual and the society.

We are all, in reality, interdependent. Effective leaders understand this idea fully,

and at a basic level feel connected with their fellow humans, care about the well-being of others, and relate effectively with people.

An effective person understands that if he fails at work, then he fails himself and the society.

HUMAN RELATION IN THE WORKPLACE

Among the findings commonly attributed to the Hawthorne studies are the following:

1. Productivity is affected by human relationships because the work environment is also a social environment. – All business dealings are personal dealings in the end

2. A supportive leadership style and the amount of attention directed toward employees have positive influence on productivity.

3. There is a tendency for workers to set their own standards or norms for acceptable behavior and output.

Human relations are increasingly important in today’s workplace for three reasons:

1. More people are employed in service occupations, where success depends on how well the customer is served.

2. To build superior work teams, people need greater competence in human relation skills;

3. In his essay “Building Community”, John Gardner describes the modern work-force as composed of a varied mix of personalities and cultures, thus the necessity –and challenge-of building strong human relations with all kinds of people. The most common cause of supervisory failure is poor human relations.

BASIC BELIEFS ABOUT PEOPLEThe quality of human relations in any workplace

reflects its members, ‘particularly its leaders’, views of the essential nature and value of humanity itself.

Human nature: o it makes a great deal of difference whether one

views people in general as good or evil.o If we assume that people are good then

misbehavior is seen as a reactive response rather than a manifestation of character.

o If we assume people are bad, then misbehavior will be seen as innate hence cannot be altered directly.

o This leads us to focus on limiting freedom through external restrictions and controls

Human value: • when we view people as ends, we allow them to

establish their own purposes and make their own choices. This reflects a humanistic view.

• In contrast, when we treat people as means, we limit their choices and use them primarily as instruments for our own purposes.

Where do you stand?: • personal history draws each of us toward some

primary tendency that determines the general pattern of our relations with others.

• Is your own view of people primarily positive or negative?

• This will determine the principles and practices you follow in relations with others

ABUSE AND PHYSICAL VIOLENCE

Bullying behavior and the escalation of abuse to the level of physical violence has became an increasingly important human relations issue in the workplace.

Punching and shoving is becoming more common, and the extreme of violence, murder, is not unheard of.

Men commit nearly 75% of the incidents, and women commit nearly a quarter of all threats and attacks.

On average weekly in the USA 1 employee is killed and 25 are seriously injured in assaults by co-workers

Research shows that antisocial behavior can be influenced by the behavior of co-workers.

Work groups can condone harmful behaviors, such as use of profanity, sexual abuse, damaging property, and threatening or bullying other employees.

This has greatly decreased employee morale, productivity and bottom-line profits for companies

Codes of conduct, disciplinary action, offender counseling, and supervisory training are practical steps to deal with inappropriate behavior.

It is essential for leaders to establish a work climate where ladies and gentlemen treat each other with trust and respect.

The role of the leader is critical in preventing bullying behavior and dealing with workplace violence.

It is important to establish a civil work climate and a no-violence code, and to back this up with quick and effective disciplinary action if violations occur.

It is essential for the leader to model restraint and to avoid being a verbal or physical aggressor-behaviors that could be copied by employees.

TRUST AND RESPECT IN HUMAN RELATIONS People have greater satisfaction and produce

more when they are involved in their work, when they feel they are doing something important, and when their work is appreciated.

Both quality of work and quality of work life are greatest when people are treated with trust and respect.

Trust is expressed by an openness in sharing ideas and feelings.

Respect is demonstrated by a willingness to listen to the ideas and feelings of others

Without trust and respect, human relations break down!

The rule for good relationships are to show respect by listening in a responsive manner and to show trust by expressing oneself honestly and openly.

THE ART OF LISTENING Poor listening is a major cause of communication

breakdown. It is a problem that affects many people.

The biggest block to personal communication in he inability to listen intelligently, understandingly and skillfully to another person – Carl Rogers

What can be done to improve listening effectiveness?

Ralph Nichols outlines 10 principles of effective listening.

These principles apply on the job, in the home, and in the greater community.

10 PRINCIPLES OF EFFECTIVE LISTENING Capitalize on thought speed.

Ask what is this person trying to get across Mentally summarize what the speaker has been saying Weigh evidence by mentally questioning it Take a few helpful notes on major points Listen between the lines : tone of voice, facial expression

etc Listen for ideas.

Listen for main ideas not for a series of memorized details

Reduce emotional deaf spots. Identify & analyze words that bother and upset you

Find an area of interest in the topic of discussion Ask what is the speaker saying that I can use?

Judge content, not delivery. However awful the speaker may sound, listen out for

something he says that you need to know/benefits you.

10 PRINCIPLES OF EFFECTIVE LISTENING Hold your fire.

Avoid overstimulation, getting to excited or excited too soon by the speaker.

Withhold judgment until comprehension is complete Work at listening.

To be a good listener, you must be an active participant Resist distractions.

Such as noise, tapping feet, drumming fingers, and clicking pens etc

Hear what is said. Avoid selective hearing and denial that shuts out

unfavorable messages. Challenge yourself.

Work at overcoming your inexperience by seeking challenges

WORKPLACE THEORIES Kurt Lewin came up with 2 theories : X and Y. Theory X proponents believe that:

Management is responsible for organizing elements of productive enterprise

People have to be directed, controlled and their behaviors modified to fit the organizations needs

Without this active intervention by management, people would be passive - even resistant

Theory Y proponents believe that” Management is responsible for organizing elements of

productive enterprise in the interest of economic ends People aren't naturally passive or resistant to organizational

needs. Experiences in organizations make them so. Motivation, potential for development, capacity for assuming

responsibility are innate in employees Duty of management is to arrange organizational conditions

and methods of operations to enable people achieve their goals.

THE ENLIGHTENED WORKPLACE

Based on the two theories of management-X and Y, Mc Gregor married the idea of Kurt Lewin to the theory of Abraham Maslow.

He added his own perspective drawn from his experiences as a professor and practicing leader.

The essence of Mc Gregor’s message is that people react not to an objective world, but to a world fashioned from their own perceptions and assumptions about what the world is like.

Mc Gregor’s prescriptions for an enlightened workplace are as follows:

The practice of inclusion versus exclusion, based on democratic ideals; the active involvement of all concerned.

Mutual satisfaction of individual needs and group goals through effective interpersonal relationships between leaders and followers.

Leadership influence that relies not on techniques of coercion, compromise, and bargaining, but on openness, honesty, and working through differences.

• A conception of humanity that is optimistic versus pessimistic, and that argues for humanistic treatment of people as valuable and valuing, as opposed to objects for manipulation and control.

• Respect for the individual.

• A belief that human goodness is innate, but it can be thwarted by a dysfunctional environment.

• The importance of free individuals to have courage to act and accept responsibility for consequences.

EVOLVING CONTEXT OF HUMAN RELATIONS

It has brought new human relations challenges Virtual relations through emails, fax, phones,

internet, video and teleconferencing are very common today

An effective leader recognizes the problems of virtuality but accepts that electronic communication is a reality of modern organizational life.

The human moment at work can be preserved by: Maintaining high standards of written and spoken

communication Engaging in as much face time as possible to sustain

satisfying and productive relationships.

“We are all, in reality, interdependent. Throughout the ages, the greatest leader of all of the religions have taught us that the journey of growth is the path away from self-love, and towards a state of being in which our identity merges with that of humanity”

Scott Peck, psychiatrist

“THE TEAM CONCEPT”

NANCY VISAVILWAMELDAH ANGIRPETER KERERI

SUB TOPICS COVERED:

1. Characteristics of an Excellent Teams

2. Positive Vs. Negative Group Member Roles

3. Designing Teams for Success

4. The Leader as Team Builder

5. How to Create a High Performance team

CHARACTERISTICS OF EXCELLENT TEAMS

12 key characteristics of excellent teams

1. Clear Mission: The task or objective of the groups is well understood accepted by all

An Excellent Team begins with a clearly defined mission that describes the specific purpose for the team’s existence. In addition, the team sets goals on a regular basis and is effective at developing and implementing plans. The team members are clear about goals and priorities, and consistently act in ways that support the team’s overall mission and goals.

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CHARACTERISTICS OF EXCELLENT TEAMS

2. Informal atmosphereThe atmosphere is informal comfortable, and relaxed. It is a working atmosphere in which everyone is involved and interested. There are

no signs of boredom

3. Lots of discussionTime is allowed for discussion in which everyone

isencouraged to participate and discussion remains pertinent to the task of the group

CHARATERISTICS OF EXCELLENT TEAMS

4. Active listening: Members listen to each other. People show respect for one another by listening when other are talking. Every idea is given a hearing

5. Trust and Openness: Members feel free to express ideas and feeling, both on the issues and on the group’s operation. People are not afraid to suggest new and different ideas, even if fairly extreme

5. Disgreement is Ok. Disagreement is not

suppressed or overridden by premature group action. Differences are carefully examined as the group seeks to understand all points of view. Conflict and differences of opinion are accepted as the price creativity

CHARACTERISTICS OF EXCELLENT TEAMS

7. Criticism is issue-oriented, never personal: Constructive criticism is given and accepted. Criticism is oriented toward solving problems and accomplishing mission. Personal criticism is neither expressed nor felt

8. Consensus is the norm Decisions are reached by consensus, in which it is clear that everyone is in general agreement and willing to go along

9. Clarity of assignments. The group is informed of the action plan. When act is taken, clear assignments are made and accepted. People know what they are expected to do

CHARATERISTICS OF EXCELLENT TEAMS

10 Clarity of assignments: The group is informed of the action is taken clear assignment are made and accepted. People know what they are expected to do

11. Shared values and norms of behaviour:There is agreement on core values and norms of behaviour that determined the rightness and wrongness of conduct group

12. Commitment People are committed to achieving the goals of the group

POSITIVE VERSUS NEGATIVE GROUP MEMBER ROLE

“Success depends on the individual and what he or she chooses to do. It depends also on the example and direction of leaders, A high level of group performance can be achieved when formal leaders and influential members of the group model and reinforce positive versus negative group member roles.”

POSITIVE VERSUS NEGATIVE GROUP MEMBER ROLE

Roles that help build and sustain a high-performance group are as follows:

1. Encourager: This person is friendly, diplomatic, and responsive to others in the group.He/she makes others in the group feel good and help them make contributions to fulfill their potential.

2. CLARIFIER

The clarifier restates problems and solutions, summarizes points after discussion.

He/she creates order out of chaos and replace confusion with clarity.

3.HARMONIZER

The harmonizer agrees with the rest of the group and brings together opposite points of view.

He/she brings peace vs. war, love vs. hate, cooperation vs. competition, and unity vs. discord.

4. IDEA GENERATOR

The idea generator is spontaneous and creative. This person is unafraid of change and suggests ideas that others do not.

Often these ideas are just what is needed to solve a problem.

5. IGNITION KEY

This person provides the spark for group action, causing the group to meet, work, and follow through with ideas.

In this sense, the ignition key plays a leadership role in group action.

6. STANDARD SETTER

The standard setter is uncompromising in upholding the group’s value and goals, and thus inspires group pride.

He/she is often an expert, possessing knowledge and skills deemed important by the group.

7. DETAIL SPECIALIST

This person considers the facts and implications of a problem.

He/she deals with small point that often have significant consequences in determining the overall success of a group project.

Detail specialist searches for errors and omissions and keeps the group on red alert.

CONSIDER BENJAMIN FRANKLIN'S WORD

A little neglect may breed mischief: for want of a nail, the shoe was lost; for want of a shoe, the horse was lost; for want of a horse, the rider was lost; for want of a rider, the battle was lost; for want of a battle, the war was lost; for want of a war, the cause was lost. The cause could be something of great importance- life, liberty, the pursuit of happiness – lost for want of a nail.

ROLES THAT REDUCE GROUP SUCCESS

Above it all person:

This member withdraws from the group and its activities by being aloof, indifferent and

excessively formal. They have a don’t care attitude

AggressorThis person attacks and blames others, shows anger or irritation against the group or individuals, and deflates the importance or position of the group and the members in it.

ROLES THAT REDUCE GROUP SUCCESS

Ego tripperThis individual interrupts other, launches into long monologues and is overly dogmatic. The ego tripper constantly demands attention and tries to manipulate the group to satisfy a need to feel importantNegative artistThis person rejects all idea suggested by others. Takes a negative attitude on issues, argues unnecessarily, and refuses to cooperated. The negative artist is pessimistic about every thing and dampens group enthusiasm

ROLES THAT REDUCE GROUP SUCCESS

Jokester:This person is present for fun, not work, The jokestar fools around most of the time and will distract the group from its business just to get a LaughAvoider:This person does anything to avoid controversy

or confrontation. The avoider is dedicated to

personal security and self preservation, and willingly to take a stand or make decision

DESIGNING TEAMS FOR SUCCESS

Teams are often useful in situations where the task cannot be completed individually or if the task requires working interdependently.

There are ten methods to design teams for success.

1. CREATE A COMMON, SHARED (TEAM) GOAL.

There must be a central focus that the team is moving towards and it must also include a strong task orientation that translates into each person knowing how to move towards that goal.

2. HAVE MEASURABLE OUTCOMES.

Standards of excellence should be established so that the team understands what the target is.

3. PROMOTE INTERDEPENDENCY.

Each person needs to know what he or she is going to contribute and also how what they contribute fits into the "big picture".

Discourage personal (individual) competition in favor of the team's agenda and purpose.

4. HELP THE TEAM TO UNDERSTAND AND APPRECIATE DIFFERENCES.

Teamwork is an individual skill and each individual brings unique talent, value, communication needs, strengths and limitations to the team.

Building an effective, unified team requires each person first understands their own "style" and is then able to recognize and appreciate the "styles" of others.

5. MAKE SURE TEAM MEMBERS HAVE THE RIGHT SKILLS.

Technical (hard) skills as well as interpersonal, problem solving (soft) skills are equally important to the team's success. Don't neglect one for the other.

Discover where the needs are and then provide the right training to meet those skill needs.

6. TRAIN AND THEN FOLLOW UP ON TRAINING.

Long-term retention of newly learned training skills requires ongoing coaching and assistance from immediate supervisors and coaches.

7. SPELL OUT LINES OF COMMUNICATION.

It's important to know how to communicate with one another as well as the "flow" of communication.

8. CONTINUALLY STRESS THE TEAM'S PURPOSE.

It may seem simplistic, but frequently reminding team members of the "what" and the "why" is critical to ensuring the vision and mission stay fresh and that the team remains focused on the desired outcome.

9. PROVIDE DETAILED AGENDAS FOR TEAM MEETINGS.

Meetings are not always the most effective or efficient use of the team's time, but if a meeting is necessary, make sure it is structured so that the time is well spent.

10. BE A MODEL.

People will respond according to the actions - not the words of their leaders. If you want effective teamwork, model it first and foremost.

THE LEADER AS TEAM BUILDER

Team work is essential for group success.Consider the Testimony of Michael Jordan

“One thing I believe to the fullest is that if you think and behave as a team, the individual accolades will take care of themselves. Talent wins games, but teamwork and intelligence win championships.”

THE IMPORTANCE OF HIRING AND DEVELOPING WINNERS

In order to build and develop a team, the leader must follow the dictum: Hire the best and develop the rest!

HOW TO CRETE A HIGH PERFORMANCE TEAM

“Effective leaders understand that allindividual competence in the world will notresult in high performance teams. Anessential component success is the leader’s ability to create a spirit so cooperation and a one- team- attitude. The best leaders develop successful teams by following 11 time-tested practises”

HOW TO CREATE A HIGH PERFORMANCE TEAM

An essential component of creating a high performance team are as follows:

1. Show enthusiasm for the work of the group. the leader’s emotion ignites and energizes the team.

2. Make timely decisions based on agreed-upon goals.3. Promote open-mindedness, innovation, and creativity by

personal example.

4. Admit mistakes and uncertainties. 5. Be flexible in using a variety of tactics and

strategies to achieve success. 6. Have persistence and lasting power, never give

up on hope or effort. 7. Give credit to others for the team’s

accomplishments. 8. Keep people informed about progress and

problems celebrating victories and fine-tuning effort.

9. Keep promises and follow through on commitments, earning the trust and confidence of others.

10. Train for success; master fundamentals and practice for perfection.

11. Put others first and self last, embodying the sprit of the caring leader.

The End