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Introduction to Leadership Development

Introduction to Leadership Development. APAMSA Leadership Development Module . What is "Leadership"?. Leadership has been defined in terms of... . behaviors influence relationships communication trust integrity. confidence expertise management power authority entitlement.

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Introduction to Leadership Development

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  1. Introduction to Leadership Development APAMSA Leadership Development Module

  2. What is "Leadership"? Leadership has been defined in terms of... • behaviors • influence • relationships • communication • trust • integrity • confidence • expertise • management • power • authority • entitlement

  3. Leadership Definitions Leadership is… • “the process of influencing the activities of an organized group toward goal achievement.” Rauch & Behling,Leaders and mangers: International perspectives on managerial behavior and leadership (New York: Pergamon Press,1984 p. 46) • “about articulating visions, embodying values, and creating the environment within which things can be accomplished.” Richards & Engle, Transforming leadership (Virginia: Miles River Press, 1986, p. 206) • “a process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose.” Jacobs & Jaques, Measures of leadership, (New Jersey: Leadership Library of America, 1990, p.281)

  4. Leadership Development Relevant Competencies • Relevant competencies involve a cluster of leadership skills and complementary traits • Utilize these competencies to help guide your leadership development • Engage in community outreach opportunities as a means to exercise these competencies Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 189-210)

  5. Leadership Development Leadership Challenge (1) • Relevant Competencies • Assume an active leadership role in the production of a community health project (You do not have to be an officer to be a leader) • Identify one of the following competencies that you anticipate will be the most challenging to develop

  6. Leadership Development Relevant Competencies • Maintain self-awareness • Develop relevant skills • Recognize that a strength can become a weakness • Compensate for weakness Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 189-210)

  7. Leadership Development Relevant Competencies • Maintain Self-Awareness • Become aware of your emotions and motives when under stress or in a crisis, in what ways do they direct your behavior? • How does your behavior affect others? • Ask for feedback about your behavior and how it affects others • Build on your strengths, and try to compensate or correct for your weaknesses Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 189-210)

  8. Leadership Development Relevant Competencies • Develop Relevant Skills • Commit to life-long learning and active self-development • Understand and develop effective leadership traits and skills • Doing is learning: Actively seek leadership opportunities to demonstrate/develop leadership traits and skills Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 189-210)

  9. Leadership Development Relevant Competencies • Recognize That A Strength Can Become A Weakness • A strength in one situation can become a weakness in another situation, one must adapt to every situation • Any strength taken to the extreme can become a weakness, even when the situation has not changed • Confidence becomes arrogance, innovation becomes recklessness, decisiveness becomes rashness, open-mindedness becomes lack of focus Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 189-210)

  10. Leadership Development Relevant Competencies • Compensate For Weaknesses • Recruit team members who have strengths that complement your weaknesses • Delegate work according to the strengths of each team member • Sometimes, a committee of varied expertise can better manage a task than one skilled individual Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 189-210)

  11. Leadership Development Summary • Relevant Competencies • Developing these competencies requires a cluster of leadership skills and complementary traits • Leadership skills and traits are acquired and developed through practice and experience • Seek to exercise these competencies in the production of community engagement projects

  12. Leadership Development Next Topic… • Leadership Traits & Skills • Our next module reviews the traits and skills characteristic of effective leadership

  13. Leadership Development Resources • G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 189-210 • Free Management Library • www.managementhelp.org/ldrship/ldrship.htm

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