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High Impact
Leadership Skills

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You can download these
excellent slides at :
www.HR-Management-Slides.com

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Contents
1. Six Trait of Effective Leaders
2. Managerial Grid of Leaders
3. Contingency Model of Leadership
4. Elements of High Performing Leaders
• Leader as Vision Creator
• Leader as Team Builder
• Leader as Task Allocator
• Leader as People Developer
• Leader as Motivation Stimulator

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Six Key Traits of
Effective Leaders

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What is Leadership ?
A leader articulates and embodies a vision and
goals, and enables others to share and achieve
them
Leadership is a state of mind….leadership is
about vision, spirit, and character; getting
diverse individuals to work together as a team

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Six Traits of Leaders
Drive Desire to
Lead
Integrity
Self-
Confidence
Intelligence Job-relevant
Knowledge

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Six Traits of Leaders
Drive
Leaders exhibit a high effort level. They
have a relatively high desire for
achievement, have a lot of energy, show
initiative, and they’re persistent in their
activities
Desire to
Lead
Leaders have a strong desire to influence
and lead others, they demonstrate the
willingness to take responsibility

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Six Traits of Leaders
Integrity
Leaders build trusting relationship between
themselves and followers by being truthful
and by showing consistency between word
and deed
Self-
Confidence
Followers look to leaders for an absence of
self-doubt. Leaders, therefore, need to
show self-confidence in order to convince
followers of the rightness of goals and
decisions

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Six Traits of Leaders
Intelligence
Leaders need to be intelligent enough to
gather, synthesize, and interpret large
amounts of information; and to be able
create visions, solve problem, and make
correct decisions
Job-
Relevant
Knowledge
Effective leaders have a high degree of
knowledge about the company, industry,
and technical matters. In-depth knowledge
allows leaders to make well-informed
decisions and to understand the
implications of those decisions.

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Managerial Grid of Leaders
Concern for Tasks
Concern
for
People
1 5 9
1
5
9 9.9. Team
Management
1.9. Country Club
Management
5.5. Middle of the
Road Management
9.1. Task
Management
1.1. Impoverished
Management

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Managerial Grid of Leaders
1.9. Country Club
Management
9.1. Task
Management
The leaders focuses on being supportive
and considerate of employee to the
exclusion of concern for task efficiency
The leaders concentrates on task
efficiency but shows little concern for the
development and morale of employee

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Managerial Grid of Leaders
9.9. Team
Management
1.1. Impoverished
Management
The leader facilitates task efficiency and
high morale by coordinating and
integrating work-related activities
The leaders exerts minimum of effort to
accomplish the work

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Contingency Model of Leadership
Leader Behavior
• Directive
• Supportive
• Participative
• Achievement
Oriented
Environmental Contingency Factor
• Task Structure
• Formal Authority System
• Work Group
Employee Contingency Factor
• Locus of Control
• Experience
• Perceived Ability
Outcomes
• Performance
• Satisfaction

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Contingency Model of Leadership
• Lead to greater satisfaction when tasks are
ambiguous and stressful than when they’re
highly structured and well laid out
• Will lead to higher employee satisfaction
when there’s substantive conflict within
work group
• Will satisfy employees with an external
locus of control
• Are likely to be perceived as redundant
among employees with high perceived
ability or with considerable experience
Directive
Leaders

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Contingency Model of Leadership
• Creates high employee performance and
satisfaction when employees are
performing structured tasks
• Are needed when the formal authority
relationships are clear and bureaucratic
Supportive
Leaders

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Contingency Model of Leadership
• Will satisfy employees with internal locus of
control (those who believe they can control
their own destiny)
Participative
Leaders
• Will increase employees’ expectancies that
effort will lead to high performance when
tasks are ambiguously structured
Achievement
Oriented
Leaders

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Elements of High Performing Leadership
Leader as
Vision Creator
Leader as
Tasks Allocator
Leader as Team
Builder
Leader as
Motivation
Stimulator
Leader as
People Developer
High Performing
Leadership

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Leader as
Vision Creator

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Leader as Vision Creator
Creating
Vision
Setting
Goals
Developing
Action Plan
Monitoring
Action
Plan
Execution

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Leader as Vision Creator
Creating
Vision
Analysis of external
opportunities and
threats
Analysis of internal
capabilities and areas
for improvement
"What is our vision for the team/organization
— where should the team be headed, what
kind of team/organization do we want to
become?"

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Leader as Vision Creator
Setting
Goals
• The purpose of setting goals is to
convert managerial statements of
team vision into specific performance
targets — results and outcomes the
team wants to achieve.
• Setting objectives and then
measuring whether they are
achieved or not help managers track
an team's progress.

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Four Characteristics of Goal Setting
Goal
Difficulty
Goal
Specifity
• Increasing your employees' goal difficulty
increases their challenges and enhances the
amount of effort expended to achieve them
• The more difficult goals lead to increased
performance if they seem feasible
• When given specific goals, employees tend to
perform higher
• Telling them to do their best or giving no
guidance increases ambiguity about what is
expected

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Four Characteristics of Goal Setting
Feedback
Participation
in Goal
Setting
• Providing feedback enhances the effects of
goal setting
• Performance feedback keeps their behavior
directed on the right target and encourages
them to work harder to achieve the goal
• Employees who participate in the process,
generally set higher goals than if the goals
were set for them
• It also affects their belief that the goals are
obtainable and increases their motivation to
achieve them

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Leader as Vision Creator
Developing
Action Plan
• Action plan are the means for accomplishing
objectives
• Action plan must be concrete, measurable
events that must occur
• Plan also establishes a priority for the tasks
• Since many tasks must be accomplished
before another can begin, establishing
priorities helps your team to determine the
order in which the tasks must be
accomplished and by what date.

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Leader as Vision Creator
Monitoring
Action Plan
Execution
• The final step is to follow up, measure, and
check to see if the team is doing what is
required.
• This kind of leader involvement validates that
the stated priorities are worthy of action.
• For the leader it demonstrates her
commitment to see the matter through to a
successful conclusion.

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Leader as
Team Builder

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Great Team
Leader as Team Builder
• Clear Goals
• Clear measures of
performance
• Clear job roles
• Team identity and
spirit
• Sense of fun and
enjoyment
• Open and honest
communication
Task People
Effective Leaders
develop and
nurture……

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Leader as Team Builder
Cultivate a cohesive team
Promote team problem solving
Be loyal to your members
Help your members to manage and
learn from their challenges
Care about your members
Leader as
Team Builder

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Leader as Team Builder
Cultivate a
cohesive team
• Know when to step in and when to
stay out of team conflicts.
• Plan occasional team events that
let people get together without the
pressures of work.

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Leader as Team Builder
Promote team
problem
solving
• Be accessible for consultation with
your employees if problems arise,
but don't micromanage.
• Establish a guideline that whenever
employees bring you a problem,
they are expected to also bring you
at least one possible solution.

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Leader as Team Builder
Be loyal to your
team member
• Be the voice of your team at the
management table.
• Share the credit with your team for
its achievements and ensure that
those above you know about its
successes.
• Don't publicly point a finger when
something goes wrong.

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Leader as Team Builder
Help your
members to
manage and
learn from their
challenges
• Find out what gets in the way of
their doing their best.
• Delegate, but don't abdicate.

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Leader as Team Builder
Care about your
members
• Make small talk with your
employees when the opportunity
presents itself.
• Greet employees by name when
you make first contact each day.
• Be a positive, encouraging force.

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Leader as
Tasks Allocator

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Leader as Tasks Allocator
Leaders get things done through people……..
Leaders
Tasks
People
Result
Effective leaders, therefore, need to understand the value of
allocating tasks or delegating and know how to do it

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Leader as Tasks Allocator
Delegation
• The assignment of authority to
another person to carry out specific
activities.
• It allows a employee to make
decisions – that is, it’s a shift of
decision making authority from one
organizational level to another lower
one.

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Leader as Tasks Allocator
What to
delegate
• Recurring and routine tasks
• Tasks that would increase or
develop an employee’s skills or
knowledge
• Occasional duties or tasks
• Tasks I do that are in someone’s
area of expertise or interest

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Leader as Tasks Allocator
Who to
delegate
to
• A person who is already able and
willing to take on responsibility for
doing a task
• A person who wants to learn the
task in order to develop or extend
their skills
• A person who wants to make their
job more interesting and challenging

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Steps to Delegate Effectively
Clarify the
Assignment
Specify the
Employee’s
Range of
Discretion
Allow the
Employee to
Participate
Inform
Others that
Delegation
has Occurred
Monitor
Results

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Steps to Delegate Effectively
Clarify the
Assignment
• It’s your responsibility to provide clear
information on what is being
delegated, the results you expect, and
any time or performance expectations
you hold.

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Steps to Delegate Effectively
Specify the
employee’s
Range of
Discretion
• Every act of delegation comes with
constrains.
• You need to specify what those
parameters are so that employees
know, in no uncertain terms, the range
of their discretion.

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Steps to Delegate Effectively
Allow the
employee to
Participate
• One of the best way to decide how
much authority will be necessary to
accomplish a task is to allow the
employee to participate in that
decision.

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Steps to Delegate Effectively
Inform
Others that
Delegation
has Occurred
• You need to inform the employee’s
colleagues, other supervisors, or
senior managers, that you have
delegated a particular task or duty to
someone else.
• Let them know, too, that you have
complete confidence in the
employee’s ability to succeed in the
task.

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Steps to Delegate Effectively
Monitor
Results
• Monitoring allows you to make any
necessary adjustments to the way the
task is being done.

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Leader as
People Developer

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Leader as People Developer
Leadership is about developing
leaders, not followers
Leadership is about creating a legacy,
one that will propel the organization to
new levels of success even when the
leader has moved on

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Leader as People Developer
Leader
Employee
Employee
Development and
Learning Plan

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Leader as People Developer
• An Employee Development and
Learning Plan is a formal contract
between a leader and an employee
that identifies specific development
activities that link the employee's
interests and skills to organizational
needs.
Employee
Development
and Learning
Plan

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Leader as People Developer
Employee
Development
and Learning
Plan
• The plan is the outcome of one or
more discussion sessions that
address:
• the employee's and manager's
perspective on the employee's
effectiveness in her current role
• mutual suggestions for increasing
impact in the current role

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Leader as People Developer
Employee
Development
and Learning
Plan
• Things to consider in designing
Development Plan :
• Identify the core competencies for
every level of employee in the
organization.
• Understands that each person learns
differently and that employees need to
have tailored learning plans that suit
their learning styles.

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Leader as People Developer
Employee
Development
and Learning
Plan
Employees benefit because they can :
• reflect on and communicate their own
interests, skills, and achievements to their
managers
• volunteer for participation in satisfying
assignments, special projects, and learning
activities
• relate personal goals to the bigger picture of
the organization's long-term business plan
• seek feedback about specific development
needs and interests

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Leader as People Developer
Employee
Development
and Learning
Plan
Managers benefit because they can:
• share the responsibility for developmental
planning with employees rather than
assuming full responsibility
• get a clearer picture of employees' interests
and goals and relate those interests to new
tasks and assignments
• energize and retain employees by providing
new challenges in their current roles as well
as preparing them for other roles

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Leader as
Motivation Stimulator

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Leader as Motivation Stimulator
Leaders establish the vision for the future and set
the strategy for getting there; they motivate and
inspire others to go in the right direction
Motivation = the willingness to exert high level
of effort to reach organizational goals

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Leader as Motivation Stimulator
Three C’s of
Motivation
Collaboration
Content
Choice

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Leader as Motivation Stimulator
Collaboration
Content
Choice
People feel more motivated to work hard
when they’re inspired to cooperate, when
they have an opportunity to help one another
succeed
People feel more motivated to work hard
when they understand how their work add
value to the organization
People feel more motivated to work hard
when they feel empowered to make decisions
about their work

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Leader as Motivation Stimulator
Leader as
Motivation
Stimulator
Inspire by Example
Create and
communicate a clear
vision of the goals

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Leader as Motivation Stimulator
Inspire by
Example
• Be clear and enthusiastic about your own
life purpose and goals.
• The most inspiring leaders are
themselves inspired and excited about
the purpose of their lives or their
missions.
• Sharing your excitement is often a
catalyst for others to join in the pursuit of
that mission or to find their own, equally
inspiring purposes.

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Leader as Motivation Stimulator
Inspire by
Example
• Share stories from your own experience.
• People who capture the hearts of others
and leave them feeling uplifted often do
so by sharing stories about their own
struggles, mistakes, and life lessons.
• Be willing to share the human, fallible
side of your life experience rather than
trying to maintain the image of a perfect
leader who never has doubts or
struggles.

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Leader as Motivation Stimulator
Inspire by
Example
• Focus on the dreams and goals of
others.
• Get to know your employees and other
people with whom you regularly interact.
Find out what they want to achieve.

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Leader as Motivation Stimulator
Create and
communicate
a clear vision
of the goals
• Ensure that you are clear about the goals
that have been assigned to your team by
management above you. Communicate
these goals to your people and listen
carefully to their feedback.
• Have the team develop plans for achieving
these goals. Ensure that everyone has an
opportunity to participate and contribute to
the plan, which will encourage buy-in by all
members.

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Leader as Motivation Stimulator
Create and
communicate
a clear vision
of the goals
• Help others to bring out the best in
themselves. Identify the unique talents
and abilities of your employees and
ensure that they understand how they
can contribute to the overall plan and
vision.
• Keep the vision front and center. When
things seem to be going off track and
people are losing their focus, remind
the team of what they are working
toward.

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References/Recommended Further Readings:
1. Stephen Robbins and Mary Coultar, Management, Prentice Hall
International. You can obtain this excellent book at this link:
http://www.amazon.com/Management-Stephen-P-
Robbins/dp/053697537X/ref=sr_1_3?ie=UTF8&s=books&qid=1219800723&sr=1-3
2. Bryn Hughes, The Leader's Tool Kit: Hundreds of Tips and
Techniques for Developing the Skills You Need, Kingsway
Communications. You can obtain this excellent book at this link:
http://www.amazon.com/Leaders-Tool-Kit-Techniques-
Developing/dp/0814408478/ref=sr_1_1?ie=UTF8&s=books&qid=1219800700&sr=1-1

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End of Material