1. LEADERS APAMSA Leadership Development Module

2. Leadership Development  Leaders must continually read the situation and adapt their behavior to adjust favorably  Leaders must understand task requirements, constraints, and interpersonal processes to decide a course of action Leaders Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

3. Leadership Development  Leaders Review the following leadership behaviors to enhance team performance and satisfaction Identify one leadership behavior that you find most challenging to practice and briefly explain the key reason(s) why this is the case Leadership Challenge (4)

4. Leadership Development  Situational awareness  Planning  Consult with others  Guide collaboration  Lead in a crisis  Monitor critical tasks  Give coaching  Be supportive Guidelines For Leaders Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

5. Leaders  Maintain situational awareness by understanding relevant aspects of the situation  5-Why’s approach: Consider the problem and ask yourself “why?” this situation arose. Upon recognizing the circumstances that led to the problem, ask again “why?” you were under those circumstances, and upon learning the reason, ask again “why?” that was the case…and so on, until you understand the situational path that led you to your current problem Situational Awareness Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

6. Leaders  Allow more time for planning long, complex tasks  Goal of planning is to know in advance the steps required to accomplish a task efficiently and effectively  Identify necessary and unnecessary activities, determine optimal sequence and timing of activities, delegate responsibility for needed task, and allot resources by priority Planning Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

7. Leaders  Consult with people who have relevant knowledge and skills  Consult with others who share similar goals and priorities  Quality of decisions improve when persons with both relevant expertise and task commitment are involved in the decision making process Consult With Others Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

8. Leaders  Give more direction to people with interdependent, collaborative roles  Overlapping roles among team members can cause role confusion  Avoid confusion by coordinating and directing activities to emphasize integrated effort Guide Collaboration Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

9. Leaders  Give more direction and updates when in a crisis  Direction is most critical when the team must react quickly in a coordinated way  Keep everyone informed about what is being done  Leaders must remain calm and deal with a crisis in a systematic but decisive manner, and stay optimistic Lead In A Crisis Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

10. Leaders  Monitor a critical task or inexperienced person more closely  Detect and correct work issues immediately, undetected problems will get worse and can become more difficult to correct  Probing but non-judgmental style of monitoring is better than a threatening, critical tone Monitor Critical Tasks Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

11. Leaders  Performing new tasks requires organized training and coaching of personnel  Evaluate performance of tasks step-by-step to address specific issues of missed steps, unnecessary steps, or poorly performed steps  Ask the person to explain their actions and what they think should be done to correct it Give Coaching Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

12. Leaders  Support those who are under high stress  Emotionally stressed people will not be effective team members  Reduce factors that lead to stress by showing appreciation, listening to complaints, giving assistance if needed, buffering the person from unnecessary demands, creating a relaxing environment to work in Be Supportive Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 240-243)

13. Leadership Development  Leaders Certain leadership behaviors are more likely to increase team performance and satisfaction Leaders must continually read the situation and determine how to adapt their behavior to it Utilize these guidelines to that determine which course of action is most likely to be successful Summary

14. Leadership Application  Followers Our next module discusses guidelines for team members to improve relations with leadership, resist improper influence, provide feedback, and challenge flawed ideas Next Topic…

15. Leadership Development  G. Yukl, Leadership In Organizations, New Jersey: Pearson Prentice Hall, 2006, p. 240-243  Free Management Library www.managementhelp.org/ldrship/ldrship.htm Sources