Hints about
BY
PROF. MONA SAAD
PROF AMR H. ALI
Preface
WHY DO YOU NEED TO
LEARN THESE TOPICS?
COURSE OBJECTIVES
▪ Enhance your ability to influencing others and get results. Learn
how to build rapport effortlessly and communicate effectively.
▪ Create synergy by building meaningful relationships and high
levels of trust. Build skills to surface critical issues and deal
with conflict constructively.
▪ Gain greater understanding of a leader's responsibilities.
▪ Create and maintain an efficient, effective, and motivated team.
▪ Maximize your team performance by understanding human
behavior and focusing on the needs of the individual and the
team.
COURSE OUTCOMES
▪ Define Leadership
▪ Discuss actions Leaders take to communicate a vision and
generate buy-in.
▪ Offer concrete tactics for creating a motivational environment.
▪ Suggest specific steps for holding people accountable.
▪ Provide a framework for developing and coaching employees.
▪ Discuss team dynamics, team buildings and succession planning.
▪ Give suggestions for presenting information formally and
informally to a team.
▪ Introduce strategic planning and tools for facilitating that process.
THE TEAM & THE PLAYERS
Assessment Schedule and Weight
Assessment Tools Weight
First Midterm Examination 30 %
Second Midterm Examination 20%
Final Examination 40 %
report 5%
In-class Questions 5%
Total 100 %
List of References
a- Course Notes
Lectures Notes in PDF
b- Books
Northouse, P. (2016). Leadership: Theory and practice (7th Edition). Thousand Oaks, CA: Sage.
c- Recommended Books
Rath, T., & Conchie, B. (2008). Strengths based leadership: Great leaders, teams, and why people
follow. New York: Gallup Press.
COURSE CONTENT
▪ Introduction
▪ Definition of Leadership
▪ Interpersonal Effectiveness Leadership
▪ Attributes of a Leader
▪ Management skills Vs leadership skills
▪ Being a Leader
▪ Complete Communications
▪ Interpersonal Communications
▪ Personal Interactive Skills
▪ Jungian type personality indicators
▪ Self Evaluation
COURSE CONTENT
▪ Motivating
▪ Maslow’s Hierarchy of Needs
▪ Team building
▪ Coaching
▪ Conflict Management
▪ Thomas-Kilmann Conflict Styles
▪ Self Evaluation
▪ Situations to use conflict styles and consequences
▪ Confronting Conflict
▪ Problem Solving and Decision Making
▪ Formal Techniques, eg. KT, Alamo, Cause Mapping, etc
▪ Brainstorming
▪ Synergistic Decision Making
WHAT IS “LEADERSHIP”
Leadership, according to Peter DeLisle, is
the ability to influence others, with
or without authority.
All successful activities are the result of human
effort; thus, the ability to influence others is a
derivation of
▪ Interpersonal Communications
▪ Conflict Management
▪ Problem solving
LEADERSHIP STYLE
LEADERSHIP THEORIES
▪ Leadership theories are the
explanations of how and
why certain people become
leaders.
▪ They focus on the traits and
behaviors that people can
adopt to increase their
leadership capabilities.
▪ Some of the top characters
that leaders say are vital to
good leadership include:
Strong ethics and high
moral standards.
LEADERSHIP THEORIES
“GREAT MAN” - "BORN TO LEAD?"
▪ According to this point of view, great leaders are simply born
with the necessary internal characteristics such as charisma,
confidence, intelligence, and social skills that make them
natural-born leaders.
▪ Great man theories assume that the capacity for leadership
is inherent—that great leaders are born, not made. These
theories often portray great leaders as heroic, mythic, and
destined to rise to leadership when needed. The term "Great
Man" was used because, at the time, leadership was thought
of primarily as a male quality, especially in terms of military
leadership.
▪ Such theories suggest that people cannot really learn how to
become strong leaders. It's either something you are born
with or born without. It is very much a nature approach to
explaining leadership.
LEADERSHIP THEORIES
“GREAT MAN” - "BORN TO LEAD?"
Who Else?
LEADERSHIP THEORIES - TRAIT THEORIES
“SIMILAR IN SOME WAYS TO GREAT MAN THEORIES”
▪ It assume that people inherit certain qualities and traits that
make them better suited to leadership. Trait theories often
identify a particular personality, or behavioral characteristics
shared by leaders. For example, traits like Sociability, self-
confidence, and courage are all characters that could
potentially be linked to great leaders.
▪ If particular behaviors are key features of leadership, then
how do we explain people who possess those qualities but
are not leaders? This question is one of the difficulties in
using trait theories to explain leadership.
▪ There are plenty of people who possess the personality traits
associated with leadership, yet many of these people never
seek out positions of leadership. There are also people who
lack some of the key traits often associated with effective
leadership yet still excel at leading groups
LEADERSHIP THEORIES - TRAIT THEORIES
LEADERSHIP THEORIES – CONTINGENCY THEORIES
▪ It focus on particular variables related to the environment
that might determine which particular style of leadership is
best suited for the situation. According to this theory,
no leadership style is best in all situations.
▪ Truly effective leadership is not just about the qualities of
the leader, it is about striking the right balance between
behaviors, needs, and context.
▪ Good leaders are able to assess the needs of their
followers, take stock of the situation, and then adjust their
behaviors accordingly. Success depends on a number of
variables including the leadership style, qualities of the
followers, and aspects of the situation. Possibility Theory.
LEADERSHIP THEORIES – CONTINGENCY THEORIES
When determining
distinct leadership
styles, contingency
theory highlights three
main factors.
They are as follows:
•Characters.
•Behavior.
•Situation.
Contingency theory emerged in the 1960s.
It is founded on the principle that no single leadership
style is appropriate for every circumstance.
LEADERSHIP THEORIES – CONTINGENCY MODEL
The approach emphasizes the
importance of
•The leaders’ personality.
•The situation in which that
leader operates.
The contingency approach to
management is multifaceted and has
many implications. In support of this
theory, various contingency models of
leadership were developed.
LEADERSHIP THEORIES – SITUATIONAL THEORIES
▪ Situational theories of leadership work on the assumption
that the most effective style of leadership changes from
situation to situation. To be most effective and successful,
a leader must be able to adapt his style and approach to
diverse circumstances.
▪ Situational theories propose that leaders choose the best
course of action based upon situational variables.
Different styles of leadership may be more appropriate for
certain types of decision-making.
▪ For example, in a situation where the leader is the most
knowledgeable and experienced member of a group,
an authoritarian style might be most appropriate. In other
instances where group members are skilled experts,
a democratic style would be more effective.
LEADERSHIP THEORIES – SITUATIONAL THEORIES
ELEMENTS OF SITUATIONAL LEADERSHIP THEORY
The The Level of The Level of
The Task
Relationship Authority Maturity
Consider
LEADERSHIP THEORIES – SITUATIONAL THEORIES
ELEMENTS OF SITUATIONAL LEADERSHIP THEORY
LEADERSHIP THEORIES – BEHAVIORAL THEORIES
Based upon the fact that great
leaders are Made, not Born.
Consider it the flip-side of the
Great Man theories.
In behaviorism, this
leadership theory focuses on
the actions of leaders, not on
mental qualities or internal
states. According to this
theory, people can learn to
become leaders through
teaching and observation.
LEADERSHIP THEORIES – PARTICIPATIVE THEORIES
▪ They suggest that the ideal
leadership style is one that takes
the input of others into account.
▪ These leaders encourage
participation and contributions
from group members and help
group members feel more relevant
and committed to the decision-
making process.
▪ In participative theories, however,
the leader retains the right to
allow the input of others.
ASSIGNMENTS – “OTHERS”
Supportive Leadership
Directive Leadership
Achievement-Oriented Leadership
Participative Leadership
ASSIGNMENT – TO COMPARE