Ongamo Joe Marshal is ensure that the organization's leadership maintains a constant awareness of both the external and internal competitive landscape, opportunities for expansion, customer base, markets, new industry developments and standards, and so forth.

1. Ongamo Joe Marshal -
Characteristics of Leadership

2. Main points:
 Team Building
 Leader’s Skills
 Leadership Styles
 Leadership Theories
 Change Leadership
 Team Performance
 Characteristics of Library Leadership
 Quotes

4. Key Words
 Team Work:
 What type?
 What is the purpose?
 Who is the leader?
 Contribution
 Competencies
 Efficiency
 Effectiveness
 Motivation

5.  T- - - - To g e t h e r
 E - - - - E v e r y o n e
 A - - - - A c h i e v e s
 M - - - - M o r e
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6. Leader is one among all

7. Team Process
Formation
Development
Renewal
Definition
Adjustment
Cohesion
Reinforcement
Learning
Transformation

9. Verbal Behaviors
 What behaviors encourage effective
participation
Set context
 Ask questions of members
 Use supportive statements
 Seek out different perspectives
 Share feelings

10. Contributor Skills
 Initiation - draw out information, clarify ideas
 Energize - show enthusiasm, engage in team process, show
commitment
 Organize
 Build relationships
 Be flexible
 Learn

11. Human Relations Soft Skills/Transferable Skills
Treating
people fairly
Establishing
rapport
Being a
cooperative
team
member
Dealing effectively
with conflict
Helping clarify
misunderstandings
Creating an
environment of social
interaction

12. Guidelines for Professional Ethics
• Am I confident in my
decision?
• Will it be valid for
years?
• Is it legal?
• Will it hurt anyone?
• Does it positively
represent the company?
1 • Does it make anyone
uncomfortable?
• Does it convey respect
for
others?
• Have I involved
others by
asking their
viewpoint?
• Is it fair?
• Does it uphold the
values of the
organization?
• Can I tell my decisions
to my
employer, my
family and others?
• How would others regard
the details if made
public?
3
2

13. Adjustment
 Revisions of the initial rules and goals
 A reality check of what can be accomplished
 Tensions usually come up here, must reach consensus,
usually about personalities
 Breakpoint comes when the team gets mired in discussions
about what to do and who should do what...

14. Development
 Cohesion
 Reinforcement

15. Cohesion
 Comes together as a team
 High energy
 High interest
 Progress is made
 Team is supportive
 Develop relationships

16. Reinforcement
 Cohesion builds
 Homogeneity builds
 Team members are comfortable with each other
 Start to be interested in self-preservation and self-
perpetuation
 Goals should be on creativity and exploration

17. Renewal
Learning
Transformation

18. Learning
 Team learns new skills
 Build relationships to accomplish task
 Commitment and mutual accountability
 Now, team may be confrontational over issues

19. Transformation
 Results are produced from team activities
 Innovative
 To sustain energy, must stress and press the team
 Needs new challenges, new members, new tasks, new
relationships or…...

20. Team Culture
Team Values
Team Rituals
Team Learning

21. Team Values
 Commitment to task and team
members
 Accountability
Lead to trust between
team members and
take into account all the
crucial factors

22. Team Rituals
 How to add new members
 How to provide information to new members
 How a member exists
 Work rituals
 How the team celebrates!

23. Team Learning
 Continuous improvement process
 How team resolves conflict
 How the team handles diversity
 Harness team creativity

24. Conceptions of Leadership:
 Exercising power.
 Gaining and exercising the privileges of high status.
 Being the boss.
 Task orientation.
 Taking care of people.
 Empowerment.
 Providing moral leadership.
 Providing and working toward a vision.

25. What is leadership style?
Leaders’ styles encompass how they relate to others within and outside the
organization, how they view themselves and their position, and—to a large
extent—whether or not they are successful as leaders.

26. How do you determine what is an
appropriate style?
 Good leaders usually have a style that they consciously use most of
the time, but they're not rigid. They change as necessary to deal with
whatever comes up.
 Be consistent with what people in the organization expect.
 Your style needs to be consistent with the goals, mission, and
philosophy of your organization.

27. How do you determine what is an
appropriate style?
 Good leaders usually have a style that they consciously use most of
the time, but they're not rigid. They change as necessary to deal with
whatever comes up.
 Be consistent with what people in the organization expect.
 Your style needs to be consistent with the goals, mission, and
philosophy of your organization.

28. Analysis of leadership
effectiveness
1. Define and measure some criteria of organizational
effectiveness
2. Assess leadership style of organization’s leaders
3. Attempt to correlate organizational performance with
leadership styles

29. How important is a leader?
 In most cases, people will perform at about 60% of their
potential with no leadership at all
 Thus, an additional 40% can be realized if effective
leadership is available

30. 40%
60%
capability
utilization
Contribution due to leadership
ability of manager
Default contribution due to
need for a job, peer pressure, etc.

31. The 2 dimensions of
management
1. Economic or productivity-based
 “concern for production”
2. Employee condition and morale
 “concern for people”

32. The 2 dimensions of
management
These can also be thought of as:
1. Initiating structure (get it done)
2. Consideration (human condition)

33. Initiating structure
Consideration
X X
X
X
Styles of leadership
X

34. Styles of leadership
concern for production 
concern for
people
Laissez-faire
Leader
(L)
Benevolent
Leader
(Y)
Autocratic
Leader
(X)
Team
Leader
(Z)
9
9
1

35. How do you choose and develop a
leadership style?
 Start with yourself.
 Think about the needs of the organization or initiative.
 Observe and learn from other leaders.
 Use the research on leadership.
 Believe in what you're doing.
 Be prepared to change.

36. How we build Library Value?
 Library relational capital
 within and beyond the Organization
 Library tangible & intangible capital
 including Human Capital development
 Library virtue
 contribution to transcendent outcomes
 Library momentum
 quality maturity and pace of change (effective change management)

37. A people proposition based on
…
 What our people should know
 What our people should be
 What difference our people make

38. People being …
 Values driven
 Curious
 Changeable
 Connected
 Making it up for themselves …

39. Manager - Leader:
 “Management is doing things right,
leadership is doing the right things”
(Warren Bennis and Peter Drucker)

40. Change Leadership

41. Change Leadership
The most challenging aspect is
leading and managing change
The library as cultural and business
environment is subject to fast-paced
economic and social change
Modern libraries must adapt
and be flexible to survive
Problems in leading change stem
mainly from human resource
management

42. Change Leadership
Self-esteem
Time
1. Immobilisation
– as rumours of the
change circulate, the
individual feels some
sense of shock and
possible disbelief –
so much so that they
deem it worthy of
doing nothing.
1
2. Minimisation: As the
change becomes clearer,
people try to fit in the
change with their own
personal position and may
try to believe that it will
not affect them.
2
3. Depression: as reality
begins to dawn staff may
feel alienated and angry,
feelings of a lack of control
of events overtake people
and they feel depressed as
they try to reconcile what
is happening with their own
personal situation.
3
4
4. Acceptance/letting go:
The lowest point in self-
esteem finally sees people
starting to accept the
inevitable. Fear of the
future is a feature of this
stage.
5
5. Testing out:
Individuals begin to
interact with the change,
they start to ask questions
to see how they might
work with the change.
6
6. Search for meaning:
Individuals begin to work
with the change and see
how they might be able to
make the change work for
them – self esteem begins
to rise.
7
7. Internalisation:
the change is
understood and
adopted within the
individual’s own
understanding – they
now know how to
work with it and feel a
renewed sense of
confidence and self
esteem.

43. Theories of Leadership

44. Theories of Leadership
Trait theories:
Is there a set of characteristics
that determine a good leader?
Personality?
Dominance and personal presence?
Charisma?
Self confidence?
Achievement?
Ability to formulate a clear vision?

45. Theories of Leadership
 Trait theories:
 Are such characteristics
inherently gender biased?
 Do such characteristics
produce good leaders?
 Is leadership more than
just bringing about change?
 Does this imply that leaders are born not bred?

46. Theories of Leadership
 May depend on:
 Type of staff
 History of the business
 Culture of the business
 Quality of the relationships
 Nature of the changes needed
 Accepted norms within the institution

47. Theories of Leadership
Transformational:
Widespread changes
to a library or the organisation where
library belongs
Requires:
Long term strategic planning
Clear objectives
Clear vision
Leading by example – walk the walk
Efficiency of systems and processes

48. Theories of Leadership
Invitational Leadership:
Improving the atmosphere and message
sent out by the organisation
Focus on reducing negative messages
sent out through the everyday actions of
the business both externally and, crucially,
internally
Review internal processes to reduce these
Build relationships and sense of belonging
and identity with the organisation –
that gets communicated to customers, etc.

49. Factors Affecting Style
Leadership style may be dependent
on various factors:
 Risk - decision making and change initiatives
based on degree of risk involved
 Type of business – creative business
or supply driven?
 How important change is –
change for change’s sake?
 Organisational culture – may be long embedded
and difficult to change
 Nature of the task – needing cooperation? Direction?
Structure?

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MOTIVATION
 Motivation: an internal drive that causes people to
behave in a certain way to meet a need
 Motivation comes from within
 There are several factors that contribute to motivation (not
just monetary)

51. 51
MOTIVATION
Maslow in the Workplace
Physiological—Basic Wages
Safety—Job Security/Environment
Social—Informal Groups
Esteem—Recognition/Respect
Self-actualization—Expand Skills

52. 52
TEAMS AND PERFORMANCE
 Synergy- two or more individuals working together toward a
specific effort
 Teams-a group of people linked to a common purpose
 In a team setting, members share accountability and
responsibility

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TEAMS AND PERFORMANCE
Types of Teams
Formal: developed within the formal
organizational structure
Functional (within a department)
Cross-functional (different departments)
Informal: individuals who get together
outside the formal structure
Virtual teams: function through electronic
means

54. 54
TEAMS AND PERFORMANCE
Stages of Team Development
FORMING
STORMING
NORMING
PERFORMING
ADJOURNING

55. 55
TEAMS AND PERFORMANCE
Stages of Team Development
 Forming stage: getting to know and form
initial opinions about team members
 Storming stage: some team members begin
to have conflict with each other
 Norming stage: team members accept each
other and overcome the conflict
 Performing stage: team works on task
 Adjourning stage: team completes task and
brings closure to the project

56. 56
CHARACTERISTICS OF A TEAM MEMBER
 Know team goals and objectives
 Every activity should contribute to team goals and
objectives
 Team member characteristics:
 Trustworthy
 Performer
 Efficient
 Communicator

57. 57
CHARACTERISTICS OF A TEAM MEMBER
Brainstorming: a problem-solving method
that involves identifying alternatives that
allow members to freely add ideas while
other members withhold comments on the
alternatives

58. 58
CHARACTERISTICS OF A GOOD TEAM
MEMBER - Teams & Conflict
 Do not make assumptions
 If you disagree with the team, voice your opinion and state why
 If the team decides to go in a direction other than what you wanted,
respect and support the team’s decision

59. 59
CHARACTERISTICS OF A TEAM
MEMBER - The Problem Member
 Trust as a foundation
 Do not dump work on others
 Work around a lazy team member
 Team will eventually dismiss a poor performer
 Address performance issues in a respectful and diplomatic
manner

60. Why work in teams?
 We all can learn from each other
 Teams can be more effective than
individuals when working on complex
projects
 Teamwork helps develop interpersonal skills
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61. Effective Team Members
 Are good communicators
 Are reliable
 Are respectful of other team members
 Cooperate and pitch in to accomplish the goal
 Expect success---have a positive, “can do” attitude
 Work to find solutions to problems
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62. Not So Effective Team Members
Team members who are not effective are often:
 Aggressive
 Dominating
 Individuals who disrupt the work and/or do not
take the project seriously
 Lazy and/or not dependable
 Withdrawn and/or afraid to contribute
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63. Skills of Effective Leaders
 Building and sustaining relationships
 Developing and communicating a vision
 Influencing people
 Making decisions
 Overcoming setbacks and adversity
 Understanding people’s needs
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64. Good Leaders Always…
 Challenge people to think
 Communicate clear
expectations
 Lead by example
 Make decisions
 Make others feel safe to
speak up
 Measure and reward
performance
 Properly allocate and deploy
talent
 Provide continuous
feedback-positive and
negative
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65. Good Leaders Always…
 Are accountable to
others
 Are great teachers
 Ask questions and seek
counsel
 Create a positive,
energetic atmosphere
 Genuinely enjoy
responsibility
 Invest in relationships
 Problem solve without
procrastinating
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