1. Phong caùch laõnh ñaïo
Point out that this course is competency based and their behaviour is a criteria for success. They will be asked questions, role play, discuss and take part in various activities to help them understand any of the objectives above. It also gives the trainers a chance to observe and assess their effectiveness as BMCMG Managers.

2. Giôùi Thieäu
Laõnh ñaïo hieäu quaû laø moät ngheä thuaät
Moãi moät nhaø laõnh ñaïo ñeàu coù nhöõng tính caùch ñeå ñöa toå chöùc ñaït ñöôïc muïc ñích cuûa toå chöùc tuyø thuoäc vaøo töøng hoaøn caûnh cuï theå.
Tuy nhieân cuõng coù nhöõng tính caùch rieäng maø chuùng ta thöôøng gaëp ôû nhöõng nhaø laõnh ñaïo hieäu quaû
Trong moâi tröôøng kinh teá toaøn caàu ñaày bieán ñoäng nhö hieän nay, coù leõ khoâng coøn luùc naøo thích hôïp hôn ñeå ñöa caùc neùt tính caùch cuûa moät nhaø laõnh ñaïo hieäu quaû vaøo thöïc tieãn.

3. NOÄI DUNG Khaùi nieäm Quaûn lyù vaø Laõnh ñaïo
Chaân dung nhaø laõnh ñaïo
Quyeàn löïc laõnh ñaïo
Caùc moâ hình laõnh ñaïo
AÙp duïng caùc moâ hình laõnh ñaïo
10 Tính caùch laõnh ñaïo thaønh coâng
Pass over this one very quickly – all of the above points will be discussed during the course.

4. Baøi taäp ñoaùn tính caùch laõnh ñaïo
Veõ moät chuù heo vaø sau ñoù baïn seõ bieát ñöïôc tính caùch laõnh ñaïo cuûa mình thoâng qua hình veõ
Pass over this one very quickly – all of the above points will be discussed during the course.

5. Quaûn lyù laø gì? Coâng vieäc quaûn lyù nhö theá naøo?
Quaûn lyù bao goàm 4 chöùc naêng
Laäp keá hoïach
Toå chöùc
Giaùm saùt
Laõnh ñaïo
Ask them to form groups of no more than 7, and no less than 5. Elect a leader to answer on behalf of their group.
After receiving their answers – lead the discussion onto the functions of a manager
Discuss PLANNING , ORGANISING CONTROLLING AND LEADERSHIP AS THE FUNCTIONS of a manager
LEADERSHIP IS THE FOCUS OF THIS ASPECT OF THE COURSE

6. Laõnh ñaïo laø gì? Laõnh ñaïo
Laø ngöôøi thieát laäp chieán löôïc, muïc tieâu vaø aûnh höôûng ñeán ngöôøi khaùc ñeå nhaèm ñaït ñöôïc caùc muïc tieâu cuï theå trong nhöõng hoaøn caûnh cuï theå cuûa toå chöùc.
Ai laø ngöôøi laõnh ñaïo?
Activity – leadership analysis brought with them COMPLETED BEFORE THEY ARRIVE.
DISCUSS THE STATEMENT ABOVER………..WHAT DOES IT MEAN TO THEM?????

7. Chaân dung moät laõnh ñaïo gioûi
Moät laõnh ñaïo hieäu quaû
Moät laõnh ñaïo yeáu
Coù taàm nhìn toång theå
Luoân luoân thöû thaùch
Coù caûm xuùc veà söï thaønh coâng thaát baïi
Khoâng bieát laéng nghe
Khoâng coù söï aûnh höôûng
Thích ra leänh vaø quaùt thaùo ñeán caáp döôùi
Activity and Group discussion…….WHO WAS/IS THEIR BEST BOSS OR TEACHER…….TELL US ABOUT HIM OR HER???
Haõy moâ taû baèng hình veõ chaân dung moät nhaø laõnh ñaïo tröïc tieáp cuûa baïn

8. Quyeàn löïc cuûa laõnh ñaïo
Coù 2 nhoùm quyeàn löïc
QUYEÀN LÖÏC CHÖÙC VUÏ
Quyeàn löïc chöùc vuï laø do toå chöùc trao cho hoaëc do caáp treân boå nhieäm.
Noù chæ laø coâng cuï ñeå thöïc thi coâng vieäc ñaït ñöôïc muïc tieâu.
Baïn söû duïng bao nhieâu % ñeå laõnh ñaïo?
QUYEÀN LÖÏC CAÙ NHAÂN (Quyeàn uy)
Quyeàn uy do chính mình taïo ra.
Noù thöïc söï aûnh höôûng ñeán ngöôøi khaùc thoâng qua: Taøi naêng vaø ñaïo ñöùc cuûa baûn thaân.
Baïn söû duïng bao nhieâu % ñeå laõnh ñaïo?
As one of the ways that managers control their staff POWER can be a useful tool.
2 types-
Personal power – their ability to command respect from staff through their job knowledge
another source of personal power comes from referent power – it is their personality which attracts people and gives the manager authority
Positional power comes from the authority from having the management job. The company gives the power to the managers to reward or punish employees.
Managers may have personal power and use it but the overuse of positional power (punishment) will create negative impressions with staff. Staff should be rewarded for positive actions.

9. Caùc moâ hình laõnh ñaïo tieâu bieåu
Autocratic: Chuyeân quyeàn
Democratic: Daân chuû
Coaching: Huaán luyeän
Delegate: UÛy thaùc
Managers can use different approaches to supervising or managing people – they are as above
Trainers to fully analyze of leadership style questionnaire. Ask groups to cpmpare results
Using instruction sheet 1 & 2

10. Laõnh ñaïo chuyeân quyeàn
Quyeát ñònh taát caû
Thoâng tin moät chieàu
Chæ höôùng veà coâng vieäc
Kyõ naêng giaùm saùt cao
Nhaém vaøo chi tieát
AÙp duïng ñoái vôùi nhaân vieân môùi
Nhaân vieân caáp thaáp
Nhaân vieân khoâng coù traùch nhieäm cao
Söû duïng trong nhöõng tình huoáng khaån caáp
An autocratic style of leadership involves 1 way communication, it means that managers do not have all the information before instructing staff to act.
It can be destructive if used all the time. It de-motivates staff, there is no involvement and staff lose interest in their job.
Should only be used with new staff, poor performing staff or in emergency situations
DISCUSS WITH PARTICIPANTS – WHO DO THEY KNOW?

11. Laõnh ñaïo daân chuû Thoâng tin hai chieàu
Quyeát ñònh thoâng qua taäp theå
Ñeà cao khaû naêng cuûa nhaân vieân
Phaùt huy khaû naêng saùng taïo cho taäp theå
AÙp duïng vôùi nhaân vieân cao caáp
Nhaân vieân coù tinh thaàn traùch nhieäm
Nhaèm taïo ra ñoäng cô laøm vieäc
Söû duïng trong moâi tröôøng laøm vieäc chuyeân nghieäp cao
THE DEMOCRATIC STYLE is directed more towards involving and informing staff. Staff are consulted with matters where no policy or there are problems that they cannot solve without the support of their staff.
PROBABLY LIKE THE PERSON THEY DESCRIBED AT THE BEGINNING WHERE THEY DESCRIBED THEIR BEST BOSS.
DISCUSS FURTHER WITH PARTICIPANTS IF FURTHER EXPLANATIONS ARE NEEDED.

12. Laõnh ñaïo kieåu huaán luyeän vieân
Giaùm saùt tröïc tieáp
Hoã trôï cao
Taäp trung vaøo phaùt trieån nhaân vieân
Coù kyõ naêng huaán luyeän
Phong caùch nhö moät huaán luyeän vieân
AÙp duïng ñoái vôùi nhaân vieân môùi
Nhaèm xaây döïng traùch nhieäm caù nhaân
Ñoái vôùi nhaân vieân coù tinh thaàn hoïc hoûi cao
Ñoái vôùi coâng vieäc phöùc taïp
Coâng vieäc tính chuyeân moân cao
THE DEMOCRATIC STYLE is directed more towards involving and informing staff. Staff are consulted with matters where no policy or there are problems that they cannot solve without the support of their staff.
PROBABLY LIKE THE PERSON THEY DESCRIBED AT THE BEGINNING WHERE THEY DESCRIBED THEIR BEST BOSS.
DISCUSS FURTHER WITH PARTICIPANTS IF FURTHER EXPLANATIONS ARE NEEDED.

13. Laõnh ñaïo uûy thaùc Chuû tröông khoâng can thieäp
Giaûm söï höôùng daãn tröïc tieáp
Chuû yeáu döïa treân muïc tieâu
Ñeà cao tính traùch nhieäm cuûa nhaân vieân
AÙp duïng vôùi quaûn lyù caáp trung
Ñoái vôùi nhaân vieân coù taøi naêng
Tinh thaàn traùch nhieäm cao
Khaû naêng laøm vieäc ñoäc laäp
This style is useful with experienced and professional staff who know what they must do to achieve their objectives.
New staff cannot be left to a manager who uses this style all the time.

14. Thöïc haønh phong caùch laõnh ñaïo
Coù 4 ñoäi cuøng thi coâng xaây döïng moät ngoâi thaùp
Pass over this one very quickly – all of the above points will be discussed during the course.

15. Thay ñoåi kieåu caùch laõnh ñaïo
Hoaøn caûnh seõ xaùc ñònh nhaø quaûn lyù söû duïng kieåu laõnh ñaïo naøo cho thích hôïp!
Tuøy thuoäc vaøo:
Moái quan heä vôùi nhaân vieân
Coâng vieäc
Quyeàn löïc töø chöùc vuï
Tính caùch cuûa nhaân vieân...
Different situations require different styles of leadership. THE SITUATION DEMANDS THE STYLE.
Present the group with different scenarios and check their application to those situations.

16. Taïp chí Nhaø Quaûn Trò Doanh Nghieäp
10 TÍNH CAÙCH CUÛA NHAØ LAÕNH ÑAÏO
Taïp chí Nhaø Quaûn Trò Doanh Nghieäp

17. 1. Thoâng minh
Khoâng coù nghóa laø phaûi thoâng minh nhö baùc hoïc
Baïn phaûi coù ñaàu oùc phaùn ñoaùn vaø tö duy logic trong kinh doanh
Coù möùc ñoä hieåu bieát veà chæ soá minh caûm (EQ) ñeå vöôïc qua caùc tình huoáng khoù khaên
Haõy töï hoaøn thieän mình trong coâng vieäc vaø xöû lyù thoâng tin
Phaân tích döõ lieäu, ra quyeát ñònh
Thöôøng xuyeân xem xeùt laïi caùc trieát lyù kinh doanh vaø muïc tieâu daøi haïn cuûa mình

18. 2. Coù muïc tieâu roõ raøng
Nhaø laõnh ñaïo hieäu quaû caàn phaûi töï thaân vaän ñoäng
Baïn caàn phaûi coù ñoäng cô roõ raøng cho moãi haønh ñoäng hay böôùc tieán rieâng cuûa mình
Khoâng ai coù theå hieåu roõ hôn baïn nhöõng muïc tieâu vaø hoaøn caûnh cuûa chính baûn thaân .

19. 3. Haõy laø ngöôøi tieân phong
Moät laõnh ñaïo hieäu quaû thì phaûi coù ñaàu oùc caûi tieán vaø ñoåi môùi
Vaäy baïn caàn phaûi daùm nghó, daùm laøm vaø tieân phong trong haønh ñoäng.
Haõy haønh ñoäng töùc thì baïn seõ nhaän ñöôïc thaønh quaû xöùng ñaùng

20. 4. Kieân trì khoâng meät moûi
Baïn phaûi thöïc hieän caùc coâng vieäc maø baïn ñaõ ñeà ra
Söï kieân trì khoâng meät moûi seõ khieán baïn tieán xa hôn baïn töôûng raát nhieàu

21. 5. Giöõ vöõng nieàm tin
Haõy tieáp tuïc con ñöôøng ñi cuûa mình cho duø daáu hieäu nhìn thaáy “ aùnh saùng ôû cuoái ñöôøng haàm”
Giöõ vöõng nieàm tin laø baïn seõ ñeán ñích
Ngay caû khi keát quaû khoâng nhö mình mong muoán, nhöng baïn vaãn tin laø baïn ñaõ laøm ñöôïc ñieàu gì ñoù hôn laø baïn khoâng laøm
Nhöõng keát quaû nhoû beù laø cô hoäi phaùt trieån thaønh nhöõng cô hoäi lôùn

22. 6. Coù oùc töôûng töôïng phong phuù
Töôûng töôïng khoâng phaûi laø baïn “naèm mô giöõa ban ngaøy”
YÙ töôûng seõ giuùp baïn nghó ra nhieàu keá hoaïch lôùn lao hôn
YÙ töôûng saùng taïo phaûi bieán thaønh hieän thöïc

23. 7. Haõy duy trì tinh thaàn laïc quan
Baïn khoâng neân phí thôøi gian cho nhöõng yù nghó tieâu cöïc
Haõy taäp trung vaøo suy nghó raèng baïn seõ laøm ñöôïc
Nieàm tin seõ giuùp baïn coù theâm loøng can ñaûm ñi ñeán thaønh coâng

24. 8. Kieân nhaãn
Thaønh quaû lôùn ñoøi hoûi phaûi coù thôøi gian ñaàu tö laâu daøi
Haõy giöõ caân baèng vaø kieân nhaãn theo ñuoåi muïc ñích ñeán cuoái cuøng

25. 9. Hieåu roõ “4 c” Courage: Loøng can ñaûm 2. Confidence: Söï töï tin
3. Consistence: Söï kieân ñònh
4. Communication: Söùc maïnh cuûa giao tieáp

26. 10. Haõy theå hieän naêng löïc
Neáu baïn coù naêng löïc, haõy böôùc ra theá giôùi ñeå theå hieän
Khoâng coù gì teä hôn laø aâm thaàm laëng leõ khoâng ai bieát ñeán naêng löïc cuûa mình
Naêng löïc cuûa baïn caàn phaûi phaùt huy vaø reøn luyeân naâng cao.
“ Haõy baét ñaàu ngay töø hoâm nay vaø ñöa 10 neùt tính caùch naøy vaøo reøn luyeän, baïn seõ thaáy raèng hoaù thaân trong con ngöôøi baïn coù nhieàu tieàm naêng ñeå trôû thaønh nhaø laõnh ñaïo thaønh coâng”.

27. TOÙM LAÏI Quaûn lyù vaø Laõnh ñaïo Chaân dung nhaø laõnh ñaïo
Quyeàn löïc laõnh ñaïo
Caùc moâ hình laõnh ñaïo
AÙp duïng caùc moâ hình laõnh ñaïo
This style is useful with experienced and professional staff who know what they must do to achieve their objectives.
New staff cannot be left to a manager who uses this style all the time.

28. THANK YOU
This style is useful with experienced and professional staff who know what they must do to achieve their objectives.
New staff cannot be left to a manager who uses this style all the time.