Reviewer CLFM002 MOST IMPORTANT KEYS TO EFFECTIVE

LEADERSHIP (Lamb, Mckee, 2004)

What is leadership?
1. Trust and Confidence
- Leadership is the ability of an individual or a group of 2. Effective Communication
people to influence and guide followers or members
of an organization, society or team. LEADERSHIP PRINCIPLES

SIGNIFICANCE OF SELF-LEADERSHIP 1. Know Yourself and Seek Self-Improvement

In knowing self and seeking self-improvement,
- Self-leadership is of great importance to the staff, leaders should:
whether managers or ordinary subordinates 2. Be Technically and Tactically Proficient
3. Seek Responsibility and Take Responsibility for your
Development of Self-Leadership
Actions
1. Clarity of Purpose 4. Make Sound and Timely Decisions
5. Set the Example
- Foundation of Self-Leadership 6. Know Your People and Look Out for their Welfare
- Without clear plan, you will be at risk 7. Keep Your Subordinates Informed
8. Keep Your Subordinates Informed
2. Aim at Success and Take Reasonable Risks 9. Ensure that tasks are Understood Supervised and
Accomplished
- Risk taking
10. Train as a Team:
- Challenge yourself
11. Employ your command in accordance with its
- Success Capabilities:
3.spend time to reflect on your life SUPERVISION OF LEADERS
- -Hard working - Supervision maintains an understanding of the
- -Knowing your purpose situation, and ensures proper implementation of
- -Keep on improving yourself. plans and policies (U.S Army Handbook, 1973).
4.Dont tolerate just anything - This involves giving guidance and reviewing the
performance of a job.
- Filtering the suggestions of others
EVALUATION - Evaluating is a part of supervising. It is
- Select a good circle of friends.
defined as evaluating the value, quality, or significance
Simple ways to lead yourself of people, ideas, or things.

1. Know your values and Stick to Them INSPIRING SUBORDINATES - It is much easier to get
2. Move Towards Purpose people to do something if they have the drive to do so.
3. Keep Improving Yourself Inspire means to "breathe life in."
4. Make mistakes But Never Make the Same Mistake
TRAINING AND COACHING - although some use them
5. Lead by Example interchangeably: Training and coaching and weltering
things. the knowledge and skills to perform a task.
- Influence is the power to have an important effect on
someone or something. Training - Is a structured lesson designs give people

CONCEPT OF LEADERSHIP - Leadership is the Coaching - is a process designed to help the employee
practice of driving people to achieve goals. develop more expertise

FOUR PRIMARY FACTORS OF LEADERSHIP (U.S. As a leader you must view coaching from two
ARMY, 1983 different viewpoints:

I. Communication - Being a leader, you lead by 1. Coaching to lead others, and

bidirectional communication 2. Being coached to achieve self-improvement
II. Situation –Every situation is different. 3. Be Passionate u at accomplishing this:
Everything you do in one situation isn’t 4. Involve subordinates in the decision making process
automatically going to work in another. People
5. Know what your organization is about
THEORIES OF LEADERSHIP - The theories below
explain how people turn themselves into leaders. The Conditions of Learning -To be successful in guiding
first two demonstrate to a small number of people the subordinates, the leader must familiarize himself with
nature of leadership. these learning conditions

1. Trait Theory - Some personality traits may lead THE SIX POINTS OF LEADERSHIP POWER
people naturally into leadership roles.
- COERCIVE POWER Coercive Power
2. Great Events Theory - A crisis or important event
- REWARD POWER Reward Power
can cause a person to rise to the occasion
3. Transformational or Process Leadership Theory - LEGITIMATE POWER Legitimate Power
- Today, it is the widely accepted theory. People can - INFORMATION POWER
opt for leadership. People can learn the ability to - EXPERT POWER
take leadership. - REFERENT POWER

THE LEADER AND ITS ROLES - A leader sets the LEADERSHIP TRAITS
company or organization a specific vision, motivates
- A good leader should have integrity, self-awareness,
employee, guides workers through the cycle of work,
and creates morale. - courage,
- respect,
BOSS OR LEADER? - Although your role as a manager - empathy,
or supervisor gives you the authority to accomplish - gratitude.
certain tasks and objectives within the organization
ETHICS IN LEADERSHIP (HOW TO BECOME AN
TOTAL LEADERSHIP - People want feedback from ETHICAL LEADER)
those leaders they respect and who have a good sense
of direction.
- Define and Align Your Values -Consider the Management as a Discipline
morals you were raised with: "Treat others how you Management is also a discipline because it includes
want to be treated" learning the procedures and values required to perform
- Champion the Importance of Ethics -As an ethical official administrative duties
leader, educating peers about ethics is crucial,
particularly in cases where they face an ethical issue Management as an Art - Management is also known to
at work be an art, because both share similar characteristics.
- Hire People with Similar Value -Although your Management as a Science - Management is also a
views need not be identical to those of your workers, science, because everything used to classify a field as
you should be able to establish common ground with science is involved.
them.
Management as a Profession - Management is also an
ETHICS IN LEADERSHIP (HOW TO BECOME AN occupation as it has characteristics that allow it to be so.
ETHICAL LEADER)
MANAGERIAL FUNCTIONS
- Promote open communication - Be open with
every decision you make, and seek input from your - PLANNING- This is necessary to set goals and
team. develop strategies for organizing activities.
- Beware of Bias - Leaders need to look at - ORGANIZATION- It assists in deciding the tasks to
themselves and be honest in fact having prejudices be performed, how to do them, how to organize the
that can impinge on the feeling of ease at work of tasks and where to make decisions.
another person. - STAFFING- This is important for employing different
- Lead by example - Leading by example is a noble types of people and performing different activities
attribute of a leader. such as training, growth, evaluation, compensation,
- Find your role model - In history, there are many welfare etc.
leaders, doing a little study of strong, powerful - DIRECTING- This requires that subordinates be
leaders and trying to identify doing well. given instructions and motivated to achieve their
- Care for yourself so you are able to care for goals.
others - As the saying goes, "You can't pour from an - CONTROLLING- This is monitoring practices to
empty cup." ensure that the workers perform the tasks as
scheduled, and to correct any major deviations.
REASONS WHY VALUES MATTER TO LEADERSHIP
3 ESSENTIALS SKILLS OR COMPETENCIES OF THE
Values guide your decisions- You have a lot of MANAGER
decisions to make as a dictator, those that only affect
you and those that impact many others. 1. TECHNICAL SKILLS - Managers must be able to
work with the resources, equipment, strategies
Values strengthens your ability to influence - If you procedures or the technical skills.
associate with your beliefs, you are communicating with
your passions. 2. HUMAN SKILLS - Managers must have the ability to
work well with other people both individually and in
Values create clarity - When you're happier your life is group.
simpler in so many ways. Clarity helps you concentrate,
make yourself more successful and much more. - Managers need these skills at the level but top
managers need them the most.
ETHICS IN LEADERSHIP - Ethics is about the type of - The manager has interpersonal skills.
value and morals that a person or a community finds
acceptable or necessary 3. CONCEPTUAL SKIILS – Managers need to be able
to integrate and organize the different activities.
The 4-V model of ethical leadership
- Managers must be able to think of abstract ideas
1. Values and to contextualize them.
2. Vision
3. Voice QUALITIES OF MANAGER
4. Virtue
1. EDUCATIONAL COMPETENCE - A manager has to
Impact of ethical leadership have adequate and outstanding preparation.
1. The well being of the individual 2. INTELLECTUAL QUALITY - Managers should have
2. The energy of the team a higher level of intelligence relatives to others.
3. The health of the organization
- Intellectual can assist a manager in evaluating the
Management is a set of principies relating to the roles of organization’s present and future organizational
planning, coordinating, directing and regulating the possibilities.
implementation of those principles.
3. LEADERSHIP ABILITY - A manager has to be able
DEFINITIONS OF MANAGEMENT to direct and motivate people to work within the
business.
- A set of activities directed at the efficient and
effective utilization of resources in the pursuit of one - The subordinate’s skills, abilities, and potentials should
or more goals. be retained and properly used to achieve organizational
goals.
Other Views on the Definition and Scope of
Management 4. TRAINING - A manager must develop organizational
- Managing is forecasting arranging, directing, managing competences. As described in the preceding issue,
and and preparing, regulating, Henri Fayol. these skills consist of technical skills, human skills, and
logical abilities.
Management as a Process
- Management as a process began with the sole purpose 5. TECHNICAL KNOWLEDGE AND SKILLS - A
of attaining an objective. manager should have technical knowledge of the
organization’s job and other tasks. He will be better
ACTIVITY MANAGEMENT - Task management is the placed to assess and direct if he has knowledge of those
practice of recording personnel's day-to-day things himself.
accomplishments in an order in which they are done.
 6. MENTAL MATURITY - To deal with different What is administration?
circumstances a manager should have mentally
maturity.  Refers to actions which are concerned with
coordinating and managing an organization or
7. POSITIVE ATTITUDE - Positive attitude is to a organization’s work.
manager’s asset. A manager has to deal with lot a of  “Administration” is the performance of tasks needed
people from both inside and outside of the company.
to operate an agency for general purposes. It can
8. SELF-CONFIDENCE - Every manager should have have a function of course, or of policy.
faith in himself.  Typically, the administration is defined by the person
representing the organization appointed or elected to
-A manager lacking confidence in himself will always be
a position and is responsible for the administrative
uncertain about his decisions.
functions and policy decisions of the organization
9. FORESIGHT - A manager has to make a decision not they are appointed or elected to manage.
just for the present but also for the future.  It is essential to ensure that all departments within
the organization work effectively. It is the link
- A manager should foresee what will happen in the
future and plan the organization for the circumstances to between the managers and the workers.
face The basic functions of Administration
DIFFERENT HIGHLY INTERRELATED ROLES OF
 Planning
THE MANAGERS
 Organizing
1. INTERPERSONAL ROLES  Directing
2. IMFORMAL ROLES  Controlling
3. DECISIONAL ROLES
Principles of Administration
BEHAVIOR MANAGEMENT TECHNIQUES
 Planning
1. ANTECENDENT STRATEGIES
2. CONSEQUENT STRATEGIES  Organizing
 Unity of Command
DECISION MAKING -is the act Of making a choice  Hierarchical transmission of orders
among available alternatives.  Separation of powers, authority, subordination,
Environmental Influence in Decision Making tend to responsibility and control
have an adaptive characteristic So, the decision-making  Centralization
behavior of an individual is self-adaptive, resulting from  Discipline and order
the interaction between the individual and the  Meetings and reports
individual’s environment.  Accounting
EXAMPLE:
- NATURAL RESOURCES
- POPULATION
- TECHNOLOGY
THE NINE (9) CHARACTERISTICS OF A GOOD
DECISION
1. Decisions positively impact others.
2. Decisions are replicable.
3. Decisions foster opportunity. (Empowers others to
act)
4. Decisions include others.
5. Decisions are executable.
6. Decision is systematic.
7. Decisions are accountable.
8. Decisions are pragmatic.
9. Decision involve self-awareness
FIVE DECISION-MAKING Steps:
1. Goals clarification : survey values and objectives.
2. Options generation : consider a wide range of
alternative actions.
3. Facts – finding: Search for information.
4. Consideration of effects: weigh the positive and
negative consequences of the options. Difference between Administration and Management
5. Review and implementation: plan how to review
ADMINISTRATOR
the options and implement them.
WHEN TO USE BEHAVIORAL DECISION MAKING?- What is an administrator
The behavioral style requires proactive communication, An administrator is a person who makes sure an
as with conceptual decision making. organisation is running at full capacity. Their particular
A LEADER’S ROLE IN BEHAVIORAL DECISION roles depend on the form of company, organisation, or
MAKING- Leaders in this style of decision-making need agency they operate in. An administrator may be
to open lines of communication. someone assigned to oversee an organisation for its
affairs.
SIGN YOU NEED TO USE A DIFFERENT APPROACH
- If group discussion sessions cannot reach a resolution, An administrator as an organizer
a new strategy will need to be considered.
Administrators formulate short and long term strategies
CHAPTER 5 that set specific priorities and objectives. To put it
another way, they strive to get the organisation where it We may recognize that analytical ability represents
needs to go. understanding of the organization's technological as well
as human aspects in a very real sense.
Clerical level admistrator
We have three skills of conducting the technical tasks
An administrator may be someone in charge of the (technical skills), knowing and motivating individuals and
smooth and effective operation of a single office. Their groups (human skills), and organizing and combining all
responsibilities include handling all the paperwork and of the organization's tasks and objectives towards a
will typically report inside the office to all individuals. common purpose (conceptual skills).
What makes a good administrator
The separation of effective administration into three core
competencies is mainly useful for theoretical purposes.
Both skills are so closely interrelated in practice that it is
hard to decide where one ends and where another
What makes a good administrator starts.
To be good administrator, a person must be: Developing the Skills
A. Deadline-driven and posses a high level of This approach indicates that executives should not be
organisation. recruited on the basis of their apparent possession of a
B. Capable of balancing multiple tasks simultaneously variety of habits, attributes or personalities, but on the
and delegate when appropriate. basis of possessing the necessary skills for the particular
C. Capable of planning and have the ability to think degree of responsibility involved.
strategically.
D. An excellent communicato, both in person and in Many people have argued for years that the capacity to
writing. lead is innate in those individuals chosen. But studies in
E. Always looking for opportunities to improve psychology and physiology will also suggest, first, that
productivity in the organisation. those with good skills and abilities can enhance their
ability through practice and preparation, and second,
Skills of an effective administrator that even those without natural talent can boost their
performance and overall quality.
Ability implies a capacity that can be created, not
inherently inborn and that is expressed in output, not Administrative competence conception suggests that we
mere potential. Therefore, the main ability requirement will expect to boost our administrative efficiency and
must be successful action under various circumstances. build better administrators for the future. This definition
of ability means learning by doing. Different people learn
Three basic developable skills of administrators
in various ways, but skills are built by practice and
It is assumed here that an administrator is one who: through linked learning to the personal experience and
context of their own. If done well, training in these basic
A. Directs the activities of other persons and administrative skills will improve executive skills more
B. Undertakes the responsibility for achieving certain safely and faster than through unorganized practice.
objectives through these efforts.
Human Skill
Within this definition, successful administration appears
to rest on three basic skills, which we will call: Organizations and experts are following several different
approaches to the development of human skills.
 Technical However, as a practical matter, humans must develop
 Human and their own interpersonal skills, instead of relying on
 Conceptual others' advice.

Asserting that this skills are not interrelated may be To be effective, he must develop his own personal point
impractical, but there may be real value in evaluating of view toward human activity, so that he will:
each person separately and improving them
a. recognize the feelings and sentiments which he
independently.
brings to a situation;
Technical skills - Require an understanding and b. have an attitude about his own experiences which
expertise of a particular form of operation, particularly will enable him to re-evaluate and learn from them;
one involving methods, processes, procedures or c. develop ability in understanding what others by their
techniques. actions and words are trying to communicate to him;
and
Human skill - Is the ability of the executive to function d. develop ability in successfully communicating his
efficiently as a member of the community and create ideas and attitudes to others.
cooperative effort within the team which he leads. Since
technical ability is primarily about working with things, Some individuals may build the human capacity without
process or physical objects, human ability is primarily formalized training. Others can be supported individually
about working with people. This ability is reflected in the by their immediate supervisors as an integral part of the
manner in which the person perceives and understands later mentioned "coaching" method. This assist
the views of his superior, equals and subordinates and obviously depends on the degree to which the superior
the manner in which he subsequently acts. possesses human capacity for performance.

Conceptual skill - This competence is the unifying, Conceptual Skill

organizing component of the administrative process, and
Conceptual ability was not generally understood, as was
of overwhelming ultimate significance because the
human abilities. A variety of methods have been
overall performance of an organization depends on the
attempted, with varying results, to help improve this skill.
strategic capacity of its executives to formulate and
Some of the best outcomes were often obtained by
execute policy decisions.
superior "coaching" of subordinates. Hence, these are
RELATIVE IMPORTANCE OF TECHNICAL, HUMAN the ways a superior can support his subordinate “coach”
AND CONCEPTUAL SKILLS
1. Assigning a specific task, and then by asking for If an employee leaves unexpectedly, you'll end up
feedback or thoughts instead of providing answers if the having to manage the work that's already been started
subordinate needs assistance. and find a replacement – frequently with only two weeks'
notice.
2. Another excellent way of improving analytical ability is
through swapping jobs, i.e. through shifting promising A business that specializes in talent solutions can
young men to different work functions but at the same suggest experienced individuals seeking contract-to-
level of responsibility. permanent employment and have applicants available
the very next day for a meeting. This speedy turnaround
Benjamin F. Fairless, chairman of the board of the might even give your departing employee enough time to
United States Steel Corporation, described his coaching assist with onboarding your new recruit.
activities: "When one of my vice presidents or the head
of one of our operating companies comes to me for Administrative Theory (Henri Fayol)
instructions, I generally counter by asking him questions.
First thing! know, he has told me how to solve the Henri Fayol’s developed administrative philosophy is
problem himself.” also known as management principles.

Unlike physical intelligence, intellectual capacity must Henri Fayol was born in a French family in the year
also become a normal part of executive make-up. 1841. He was a prolific writer on technological, science,
Different approaches for cultivating various individuals and management matters.
can be suggested by reason of their experiences, The’ Financial and General Management’ was his most
behaviors, and experience. For each case, however, the excellent writing.
approach should be chosen which will allow the
executive to develop his own personal ability to envision He was named to a Mining firm as an engineer.
the organization as a whole and to organize and
By 1888 he had risen to the company’s position of
incorporate its various parts.
Managing Director.
Administrative Challenges
He retired from the Executive position in 1918.
The team members that keep operations operating
He was the company’s managing director until his death.
smoothly and are frequently in the midst of customer
involvement are administrative professionals. That's why Henri Fayol was an accomplished management
difficulties that slow things down can be caused by practitioner.
losing an administrative staff member or by experiencing
unexpected task increases. The Fourteen Managerial Concepts are:

1. Vacations. 1. Division of work:

 Encouragement of employees to take vacation time This principle is the same as Adam Smith’s ‘Division of
is always a smart move. People are more effective labor’.
and happier at their jobs when they have time to
2. Authority:
relax and recharge.
 However, when staff members are absent, gaps may The manager must be able to give orders. The
arise that are difficult for other employees to fill. To authorities give this right.
fill those gaps, the company might hire contract
professionals. This keeps operations operating 3. Discipline:
smoothly. Employees must obey and respect the rules and
2.Leaves of Absence regulations which govern the organization.

 When an employee has to take time off for personal 4. Unity of Command:
reasons such as extended illness, parental leave, or Every employee should receive an order or direction
caregiving, you as the employer are sympathetic and from one manager using one plan.
helpful. The absence of a star player from your
lineup can nevertheless leave you in a bind. 5. Unity of Direction:
 It can be challenging to fill in for an employee who
Each group of the organization should be directed by
takes a leave of absence. However, a talent
one manager using one plan.
solutions company can assist here as well. Prior to
your full-time employee's return, specialized 6. Subordination of Individual Interests to the
recruiters can identify individuals who can fill in for a General Interest:
few weeks or even many months.
The management must see that the aims of the
3. Busy seasons and special projects businesses are always supreme.
 Bringing in contract workers can help relieve 7. Remuneration of Personnel:
pressure on core personnel if your business
individuals seasonal surges in workload or secures a The laborers must be paid a reasonable salary for their
particular project. work.
 A talent solutions business can make 8. Centralized:
recommendations for candidates who have worked
on comparable projects and have the necessary skill The process of transforming and assigning decision-
set to complete your team on each project making authority to a higher level of an organizational
individually. Recruiters can also assist you in finding hierarchy, it is centralized that should follow this.
workers at the last minute, even the same day, as a
deadline approaches. 9. Scalar Chain:

4.Unexpected employee departures The line of authority from top management to the lower
ranks represents the hierarchy or scalar chain.

10. Order:
People and materials should be in the right place at the
right time.

11. Equity:

In running a business, a combination of kindness and

justice is needed.

12. Stability of Tenure of Personnel:

Staff work is well if job safety and career improvement

are guaranteed to the team.

13. Initiative:

Allowing all personnel to show their initiative in some

way is a source of stretch for the organization.

14. Esprit de Corps:

Promoting team spirit will build unity and harmony within

the organization.