Auth K Fairweather 15/08/13 07802 250508 1 NVQ IN Management
Session 1: Leadership Kate Fairweather CMCAust Marketing
Slide 3
Auth K Fairweather 15/08/13 07802 250508 2 Management Programme
Leadership and setting the direction Operational Planning and
managing change Working relationships and effective communications
Team performance management and development Personal development
and managing yourself
Slide 4
Auth K Fairweather 15/08/13 07802 250508 3 Session Objectives
By the end of this session you will be able to Recognise and select
leadership styles for the workplace Describe motivation theories
and identify the most productive ways of motivating people Produce
an action plan for motivating team/individuals Agree and set SMART
work objectives to deliver high quality work Identify methods for
engaging team members in coming up with new ideas and taking the
initiative Evaluate your leadership style, gain 360 feedback and
improve your performance
Slide 5
(c) Auth K Fairweather 15/08/13 07802 250508 4 Links to other
sessions Other sessions cover: Working relationships Effective
communications Operational planning and cascading objectives
Managing and improving performance Developing people Managing
change in your workplace This session looks at how you lead people,
set the direction for your team, gain feedback and input from your
team and evaluate your leadership style
Slide 6
Auth K Fairweather 15/08/13 07802 250508 5 Leadership Name some
leaders What does a leader do? What qualities does a leader need to
have? TASK TEAMINDIVIDUAL
Slide 7
What does a leader do? Leads people So you have to relate to
them as people You have to inspire them, be enthusiastic, have a
vision for achievement, set standards You have to make them feel
confident in you, that you are there to support Leads people to a
goal You have to have a clear goal or target You must communicate
the goal to your team You must gain their commitment to the shared
goal Sets the direction for achievement You have to provide the
team with objectives You have to set objectives for individuals
Makes sure it all happens You have to support people to achieve,
look after individuals, ensure the team develops cooperative
working, ensure the task is achieved! You have to communicate, keep
channels open, keep your ear to the ground Auth K Fairweather
15/08/13 07802 250508 6
Slide 8
7 Leadership Styles Autocratic do as I say, get the job done
Bureaucratic work by the book exactly Charismatic I can make this
happen Democratic/participative what do you think? Laissez-Faire
you get on with it, ask for help if you need to People or
relationship oriented are you OK, what do you need? Servant how can
I help? Task oriented this is what we need to do, here are your
tasks Transactional youre paid to do the job, watch out if it goes
wrong Transformational heres what we do, this is your patch, how
can you make it better? Situational Leadership select styles for
the situation
Slide 9
Activity 1: Leadership styles What leadership style is most
appropriate for a team leader to use in each of these situations?
Situation 1 A new company procedures has been introduced requiring
staff to complete timesheets for different parts of the job. These
have to be submitted by the last Friday in the month in order for
staff to receive their pay on time. Your task is to implement this
procedure in your team. Situation 2 Your team visits manufacturing
businesses. You need team members to complete risk assessments for
each place they visit to ensure that they are covered by your
business insurance. Your task is to design and implement these risk
assessments. Situation 3 You have been asked to lead a project to
develop a new product for your business. Your project team consists
of designers, factory supervisors, sales specialists and
accountants who do not usually work together. Your task is to get
the project plan in place. Situation 4 You are appointed team
leader of a group that has not been performing very well. Part of
the problem is that the team are all new to the business and
inexperienced in the role they are being asked to fulfill. There is
also a wide variation in ages and background among the group of
people in the team. Your task is to get the team performing to the
required standard. Situation 5 Your company has been bought out by
another business and the new owner is transferring all the teams
activities to their own procedures. This involves a lot of change
in working practices and priorities. Your task is to get the team
working to the new requirements but the new owner has allowed 6
months for this to be fully implemented. Identify the leadership
style appropriate for each situation on Activity 1. What leadership
styles do you use most? Are there opportunities for you to try some
different approaches in your workplace? Note two examples where you
could try some new ways of leading your team. Auth K Fairweather
15/08/13 07802 250508 8
Slide 10
9 Motivating People See following slides for more detail:
Maslows hierarchy of needs if your basic needs are not met you
cannot do anything McGregors Theory X and Y: People dislike work
and have to be coerced/controlled, avoid responsibility People like
work and will self direct to meet objectives, will seek
responsibility Herzbergs Motivation/Hygiene Theory: Some things
motivate achievement, recognition, responsibility, advancement Some
things prevent dissatisfaction salary, working relationships,
working conditions, company policy What do you think applies for
your teams?
Slide 11
Maslows Hierarchy of Needs Self-actualization personal growth
and fulfilment Esteem needs achievement, status, responsibility,
reputation Belongingness and Love needs family, affection,
relationships, work group, etc. Safety needs protection, security,
order, law, limits, stability, etc. Biological and Physiological
needs basic life needs - air, food, drink, shelter, warmth, sex,
sleep, etc. Make sure the things you can affect are in place stable
environment, everyone feels part of the team, everyone is respected
and recognised for their skills, everyone is supported to develop.
Recognise that things in individuals personal lives can have a huge
affect on their ability to do a good job provide support. Auth K
Fairweather 15/08/13 07802 250508 10
Slide 12
McGregors Theory X and Y Theory X Theory YManagement Staff
Staff Theory X - authoritarian, Theory Y - liberating and
developmental. repressive style. Tight control,Control, achievement
and continuous no development. Producesimprovement achieved by
enabling, limited, depressed culture.empowering and giving
responsibility. Auth K Fairweather 15/08/13 07802 250508 11
Slide 13
Herzbergs Motivation/Hygiene Theory Motivators recognition work
itself responsibility advancement personal growth Hygiene (or
'maintenance') factors status security relationship with
subordinates personal life relationship with peers salary work
conditions relationship with supervisor company policy and
administration supervision The Hygiene factors are a launch pad
without them we cannot thrive, with them we can be motivated by
achievement and development Auth K Fairweather 15/08/13 07802
250508 12
Slide 14
Some quotations about leadership "People ask the difference
between a leader and a boss.... The leader works in the open, and
the boss in covert. The leader leads and the boss drives."
(Theodore Roosevelt) "The marksman hits the target partly by
pulling, partly by letting go. The boatman reaches the landing
partly by pulling, partly by letting go." (Egyptian proverb) "No
man is fit to command another that cannot command himself."
(William Penn) "It is amazing what you can accomplish if you do not
care who gets the credit." (President Harry S Truman) "I not only
use all the brains I have, but all I can borrow." (Woodrow Wilson)
"A dream is just a dream. A goal is a dream with a plan and a
deadline." (Harvey Mackay) "Ideas are like rabbits. You get a
couple, learn how to look after them, and pretty soon you have a
dozen." (John Steinbeck) "I keep six honest serving-men, They
taught me all I knew; Their names are What and Why and When, And
How and Where and Who." (Rudyard Kipling, from 'Just So Stories',
1902.) "Integrity without knowledge is weak and useless, and
knowledge without integrity is dangerous and dreadful." (Samuel
Johnson 1709- 84) "Everybody can get angry - that's easy. But
getting angry at the right person, with the right intensity, at the
right time, for the right reason and in the right way - that's
hard." (Aristotle) "Management means helping people to get the best
out of themselves, not organising things." (Lauren Appley) "It's
not the critic who counts, not the one who points out how the
strong man stumbled or how the doer of deeds might have done them
better. The credit belongs to the man who is actually in the arena;
whose face is marred with the sweat and dust and blood; who strives
valiantly; who errs and comes up short again and again; who knows
the great enthusiasms, the great devotions and spends himself in a
worthy cause and who, at best knows the triumph of high achievement
and who at worst, if he fails, at least fails while daring greatly
so that his place shall never be with those cold and timid souls
who know neither victory nor defeat." (Theodore Roosevelt.) "Behind
an able man there are always other able men." (Chinese Proverb.) "I
praise loudly. I blame softly." (Catherine the Great, 1729-1796.)
"Experto Credite." ("Trust one who has proved it." Virgil, 2,000
years ago.) Auth K Fairweather 15/08/13 07802 250508 13
Slide 15
Activity 2 Complete the checklist to find out if your
organization leadership style is Theory X or Y and how you prefer
to be managed Questionnaire to identify Theory X or Y Leadership
Style.pdf attached Note your experiences in motivating people: Give
one example of when you motivated someone well, and one example
when your effort to motivate someone failed. What do you think went
wrong how could you have done better? If it went well, could you
use the same approach in other situations? Produce two actions for
improving motivation in your team: Action what you will doWho is
responsible When must be complete MeasureHow you will monitor
result Auth K Fairweather 15/08/13 07802 250508 14
Slide 16
Auth K Fairweather 15/08/13 07802 250508 15 Processes for
Motivating People Set team and individual objectives-ensure this is
done fairly see ACAS Model Workplace.pdf for advice Team meetings
to discuss what needs to be done, ideas for doing things better
Team meetings to monitor team progress, agree recovery actions,
celebrate success One to one review meetings to monitor individual
progress, agree corrective action and support, praise success
Annual reviews of team and individual performance development
opportunities and needs, what went well, what went less well BUT
also communicate with your people on a daily basis are they OK both
at work and in their personal lives, what is going well, what is
going less well, spot conflicts and disagreements early and resolve
them, do not allow grudges to develop Think about team activities
to build personal relationships Set the values for your team how do
we do things, how do we work with other people, dont leave anyone
feeling bad about themselves, help other people when they need it,
ask for help of you need it
Slide 17
Auth K Fairweather 15/08/13 07802 250508 16 Setting SMART
Objectives Specific what actions are needed Measurable quantify the
objective Achievable within the individuals remit Realistic
grounded in the teams role Time bound by when Using the format on
Activity 3 set some SMART objectives for your team and
individuals
Slide 18
Objective and targetWho is responsible When must be complete
MeasureHow to monitor Activity 3 SMART Objectives: Put these
requirements into SMART objective format: We need to make sure that
our customers have really good service from us so that they come
back to us again. Everyone should be doing risk assessments before
using a new piece of equipment. Our team needs to make sure the
next shift knows when there are actions to follow up. We need
everyone to use the client management system the same way. Use this
format to create your objectives: Auth K Fairweather 15/08/13 07802
250508 17
Slide 19
Activity 3 What process can you set up to provide opportunities
to set objectives, monitor against those objectives, provide
support and corrective actions and recognise success? Team meeting
to discuss the work for the year, how it could be achieved better
When could you hold this meeting? Team meetings to monitor progress
how often are these needed? One to one meetings to monitor progress
how often are these needed? Annual reviews of team and individual
performance when would you hold these meetings? Thinking about
setting SMART Objectives Produce 2 objectives for your team, and 2
for individuals in your team using the format below. Objective and
targetWho is responsible When must be complete MeasureHow to
monitor Auth K Fairweather 15/08/13 07802 250508 18
Slide 20
Activity 3 What are your team values? Here are some ideas: We
have a can do attitude We help and support each other We answer the
phone in three rings, respond to emails in one hour, answer queries
by the end of the day We appreciate each others strengths and
differences We each do our bit to our best ability We learn from
mistakes and share experiences We dont leave anyone feeling bad
about something going wrong Write out some values for your team,
discuss it with them and produce an agreed version. Auth K
Fairweather 15/08/13 07802 250508 19
Slide 21
Auth K Fairweather 15/08/13 07802 250508 20 Creativity and
Initiative Why do you need people to be creative in your workplace?
Why is it important for people to take the initiative in the
workplace Can your team contribute good ideas to your work?
Slide 22
Auth K Fairweather 15/08/13 07802 250508 21 Blue-sky Sessions A
useful way of getting your team to contribute to developing new
ideas and improving how you do things Away from the workface Give
the group a clear brief Set a time limit for coming up with ideas
Refine and prioritise ideas that are practical, can be developed by
the team Refer on ideas that need wider organisation input to put
into place Other ways of getting people to come up with new ideas
are: Suggestion box New ideas committee or individual in the team
Add request for new ideas to team meeting agenda, one to one
meeting agenda
Slide 23
Auth K Fairweather 15/08/13 07802 250508 22 Personal
Development You have resources that you need for your job
knowledge, understanding, skills and time and aspirations for
yourself for the future You need to manage these resources Evaluate
your skill levels and where you need to improve Develop your
knowledge and understanding, keep up with trends and developments
to do your job better Develop your skills within the workplace
through projects and work assignments, or by in-house or external
training to do your job better Undertake development activities for
your longer term aspirations Manage your time effectively Use the
format at Activity 4 to think about your career to date, what
motivated you to take the direction you have, what aspirations you
have for the future
Slide 24
Activity 4 Personal Development Planning How have you come to
be in this job today, what motivated you to take this job? What
aspirations do you have for the next year? Where do you need to
develop yourself to do your job better? What aspirations do you
have for 5 years time? What job would you like to be doing, any
career changes or plans outside work? What training or development
activities do you need to undertake to achieve your longer term
aspirations? Auth K Fairweather 15/08/13 07802 250508 23
Slide 25
Evaluating your leadership performance It is important that you
evaluate your performance as a leader in order to identify areas
for improvement You need to asses your strengths and weaknesses and
then put in place a development plan to deliver improvements It is
important to set aside time to complete your development activities
or they will be swallowed up by day to day work, so plan your time
Auth K Fairweather 15/08/13 07802 250508 24
Slide 26
Auth K Fairweather 15/08/13 07802 250508 25 Time Management
Know what is important - write down the key goals you are working
towards. (This can apply to all parts of your life.) Consciously
plan your time : using monthly and weekly plans Choose how you
communicate for best use of time: phone, memo, meeting or e-mail.
Write in your diary in pencil, then you won't feel bad about
changing your plans. Avoid being driven by your diary. Just because
something has already been entered, doesn't mean that you can't do
something else with the time. Know when you are at your best, and
schedule quadrant 2 activity for that time. Make the most of 10
minutes - many tasks can be done in a "spare" 10 minutes, including
taking a relaxation break. Periodically review your time
effectiveness against the quadrant map, and against your goals.
(The TEAL Trust)
Slide 27
Activity 5 Time Management Consider these time management
problems how could they be resolved?: We always have to pick up
work from the previous shift that should have been finished by
them. This means we always have to hand work on to the next shift.
My manager comes into my office and asks me to deal with things
immediately, then I am behind on everything else for the rest of
the day. We seem to spend more time in meetings with managers
talking about how to improve what we do than actually being able to
put improvement ideas into practice. Write down what time
management issues you have in your workplace. Can you come up with
ways that you could manage time more effectively? Write down some
ideas. Auth K Fairweather 15/08/13 07802 250508 26
Slide 28
Auth K Fairweather 15/08/13 07802 250508 27 The Quadrant Map
Quadrant 1 Fire Fighting Urgent and important Quadrant 2 Quality
Time Important but not yet urgent Quadrant 3 Distraction Urgent but
not important Quadrant 4 Time Wasting Neither urgent nor important
Urgency Importance Plan time so most of work stays in 2! Think
about the time management issues you face and set yourself some
objectives to manage your time so that you can complete the
development activities you want to undertake. Time management may
be one of the areas you want to put into your Personal Development
Plan at Activity 6
Slide 29
Auth K Fairweather 15/08/13 07802 250508 28 Getting feedback
Why is it important to get feedback on your work? Who can give you
constructive feedback? 360 Feedback Advice on giving constructive
feedback: Ask the person to self assess first Give praise before
criticism Limit what you cover Concentrate on what can be changed
Give the appraisee time to think and respond Be clear and specific
not vague Important not to be defensive ask for comments about
specific behaviours and achievements, things you can learn from,
ideas on how you could improve It is a good thing to give and
receive help Note down examples of good and poor feedback you have
had and how you could seek constructive feedback. An action plan
for getting 360 feedback may be something you want to put into your
Personal Development Plan at Activity 6
Slide 30
Activity 6 Complete the Leadership Style assessment at
Leadership Style questionnaire.doc and identify your natural style
Determine how you need to change your style, or use different
styles for different situations and produce an analysis of your
current strengths and weaknesses and an action plan for improvement
Complete the Learning Style assessment at Learning Style Assessment
cmc aust.doc to determine what sort of development activity will
suit you best Identify possible development activities for
improving your leadership skills and complete a Personal
Development Plan using the format at Personal Development Plan.doc
or your own appraisal document Auth K Fairweather 15/08/13 07802
250508 29
Slide 31
Auth K Fairweather 15/08/13 07802 250508 30 Review of this
session We covered Leadership styles for the workplace and how to
select the appropriate ones for different situations Motivation
theories and techniques for motivating people Setting SMART
objectives for teams and individuals Getting the best out of people
and running blue-sky sessions Evaluating and improving your
leadership skills Now choose from the notes you have made the
specific actions you want to take before the next session Next
Session: Operational Planning If you are taking a Management NVQ
with CMC Aust then now email your work from Activities 1 to 6 to
Kate Fairweather at [email protected] for assessment of
learning and feedback [email protected] Places to find
out more search internet on any subject or theorist, these web
sites are useful Leadership styles www.mindtools.com
www.leadershipstyle.net Motivation theories www.businessballs.com
www.accel-team.com www.netmba.com Time Management www.teal.co.uk
Giving and Getting Feedback www.mindtools.com www.businessballs.com
ACAS Model Workplace, advice and all employment legislation
www.acas.org.ukwww.mindtools.comwww.leadershipstyle.net
www.businessballs.comwww.accel-team.comwww.netmba.comwww.teal.co.ukwww.mindtools.comwww.businessballs.comwww.acas.org.uk
Slide 32
Management NVQ This workshop provides the underpinning
knowledge for Unit 2 of the Management NVQ Diploma at Level 5 and
Unit 426 of the Business Administration Diploma at Level 4
Management Option, plus NVQs at Level 3 and 2 in Management
Business Skills and Business Administration For the Unit you will
need to produce for your NVQ Assessor: A copy of your Leadership
Style assessment and Questionnaire to identify Theory X or Y
Leadership Style, plus your notes on your strengths and weaknesses
as a leader, your Development Plan and Learning Style assessment
Evidence of your operational plan and SMART Objectives you have set
your team Evidence of your own and your teams appraisals/one to
ones and copies of team meeting notes, showing how you have set
direction and objectives, monitored and developed your teams
performance Evidence of 360 feedback from your manager, colleagues
and your team if this is not formally in place in your organisation
you should ask for feedback on specific areas of your leadership
performance, which they should sign and date as a witness statement
If you would like to take a Management NVQ please contact me, Kate
Fairweather 07802 250508, email [email protected] or go
to our website www.cmcaustmarketing.co.uk/nvq_qualifications.htm
where you will find [email protected]
www.cmcaustmarketing.co.uk/nvq_qualifications.htm Auth K
Fairweather 15/08/13 07802 250508 31
