SELF-LEADERSHIP

SELF-LEADERSHIP - "Governing one-self" simply means that a person must first lead
himself/herself before he/she can lead others

He/she must posses the ability to consciously influence his/her own thoughts and behavior in other to
achieve his personal goals or the objectives of the organization he is leading.
Foresight makes the right decisions and choices on his own, and exhibits dedication towards
achieving his goals the has self-leadership skills.
Aside from setting goals self-awareness is another factor that helps make people great self-leadership.
SIGNIFICANCE OF SELF-LEADERSHIP

For leaders or Supervisor Officers - receives very little or no supervision, self-leadership enable them
to plan and det objectives on their own as well as influence their own self to follow those plans.
For lower level or Subordinates - not all the time sure to the kind of governance or leaders they will
meet in the course of their career. Self-leadership enable them to make themselves effective and
efficientworkers despite whatever leadership they may come across.
Self-leadership helps make the individual pro-active, disciplined and an independent decision maker.
People who have no strong sense of self-leadership trend to feel they are not in control of themselves,
often lack of focus and get overwhelmed easily.

The success of the achievement of organization goals is dependent on self-leadership of both

supervisors and subordinates"

DEVELOPMENT OF SELF-LEDERSHIP

Clarity of Purpose

Every person must have a vision and capable of setting it. Being your own leader, your purpose or
vision will be the foundation upon which you will build self-leadership. Without properly arranged
objectives or purpose for your life, you will be at risk trying to follow peoples plan or ideas for your
life and you end up stuck in the middle of nowhere.
Aim at success and take reasonable risk

Risk taking is an essential aspect of life. Challenge yourself to take on courageous task. Don't
discourage yourself with past failures of yourself or others, instead focus on success. However, they
should be reasonably calculated risk that are relevant to your purpose.

Spend time to reflect on your life

Reflections can also mean allowing someone to make an objective assessment of you. While you
remain the active doer of the things you do, you may see things from your perspective only. Take a
time off to reflect on your life. Compare the past to the present and the present to the future goals.
Until you take a break to realize yourself. You may never identify certain minor flaw.

Don't tolerate just anything

You cannot put vision at risk you should learn to be intolerant of any suggestion or ideas which are
not in line with your vision. This intolerance is nit towards others only but you too. It includes not
tolerating negative aspects of your nature such as laziness fear and many others.

3 WAYS TO INFLUENCE

LOGICAL APPEALS - tap to peoples rational and intellectual position

EMOTIONAL APPEALS - connect your message, goal or project to individual goals and values
COOPERATIVE APPEALS - involve collaboration, consultation and alliances

SECRET TO INFLUENCIAL LEADERSHIP

1. Know the people you work with

2. Ask questions and listed for answers
3. Seek and accept feedback

ORGANIZATIONAL LEADERSHIP

LEADERSHIP is the action leading people to achieve common goals. It plays an important role in
subordinate's performance and productivity. Leaders do this by influencing subordinate's behavior.
It is by which a person influences others and directs the organization in a way that makes it more
cohesive and coherent.

PRIMARY FACTORS OF LEADERSHIP

Leader - a person appointed as a leader must have an honest understanding of himself, what he knows
and what he can do.
Followers - different people, requires different styles of leadership. A person who lacks motivation
requires a different approach than the one with a high degree of motivation.
Communication - being a leader, you lead through two-way communication, much of it is non-verbal.
Situation - all situations are different. What you do in one situation will not always work in another.
You must use your judgement to decide the best course of action and leadership style need for each
situation.
8 Different Leadership Styles

Transactional leadership

The best way to understand transactional leadership is to think of a typical transaction: I gave you
this, and you do this in return.
That's really the basis of this leadership style. Transactional leaders dish out instructions to their team
members and then use different reward and penalties to their recognize or punish what they do in
response.

Think of a leader offering praise to applaud a job well done or mandating that a group member
handles a despised department-wide task because they missed a deadline. Those are examples of
rewards and punishments in a work setting.

Needless to say, this approach is highly directive, and is often referred to as a "telling" leadership
style.

Pro: confusion and guesswork are eliminated, because task and expectations are clearly mapped out
by the leader.

Con: due to the rigid environment and expectations, creativity and motivation may be stifled.

Transformational leader

Again, with this leadership style, it's all in the name: transformational leaders seek to change the
businesses or group in which they lead
by inspiring their employees to innovate.

These leaders are all about making improvements and finding better ways to get things done. And as a
result, they inspire and empower other people to own their work and chime in with their suggestions
or observations about how things could be streamlined or upgraded.

Under transformational leaders, people have tons of autonomy, as well as plenty of breathing room to
innovate and think outside the
box.

Pro: leaders are able to establish a high level of trust with employees and rally them around a shared
vision or end goal.

Con: in environment where existing process are valued, this desire to change things up can ruffle
some feathers

Servant Leadership

“Servant leaders operate with standard motto: Serve first and lead second."

Rather than thinking about they're natural leaders, those who follow the servant leadership model
don't try to maintain white-knuckle
grasp on their own status or power. Instead, they focus on elevating and developing the people who
follow them.

Pro: This approach boost morale and leads to a high level of trust, which results in better employee
performance more positive company
culture overall.

Con: It's challenging. Constantly pushing your own needs and priorities to the backburner isn't
something that comes as second nature for most of us.

Democratic Leadership
You might also hear this leadership style referred to as "participative leadership." Leaders in this
category run groups and projects like well, a democracy.

Even if these leaders are technically higher on the organization chart, they emphasize working
together and actively involve their terms in the teams in the decision-making process. Democratic
leaders valued ideas and output from others, and encourage discussion about those contributions.

Pro: creativity and innovation are encouraged, which also improves job satisfaction among employees
and team members.

Con: Constantly trying to achieve consensus among a group can be inefficient and, in some cases,
costly.

Autocratic Leadership

Autocratic leadership exist on the opposite side of the spectrum from democratic leadership. You can
think of this as "my way or the highway" approach.

Autocratic leaders view themselves as having absolute power and make decisions on behalf of their
subordinates. They dictate not only that needs to be done, but also how those tasks should be
accomplished.

Pro: Decision are often made quickly and strategically, and teams are kept on tract as a result.

Con: Employee can fell ignored, restricted, and - in the absolute worstcases - even abused.

Bureaucratic Leadership

Bureaucratic leadership goes "by the rock" so to speak. With this leadership style, there's a prescribed
set boxes to check in order to be a true leader.

Pro: there's plenty of stability. Since this is a systematized approach to leadership, things remain
constant even through personnel changes ang other shifts that threaten to rock the boat.

Con: It's tempting to fail into the "we've always done it this way" trap. This approach can be inflexible
and neglected to leave room for creativity or ideas from employees.

Laissez-Faire Leadership

This is a French term that translate to "leave it be" which pretty accurately summarizes this hands-off
leadership approach. It's the exact opposite if micromanagement.

Pro: this level of trust and independent is empowering for teams that are creative and self-motivated.

Con: chaos and confusion can quickly ensue - especially if a team isn't organized or self-directed.

Charismatic Leadership

Rather than encouraging behaviors through strict instructions, these leaders use eloquent
communication and persuasion to unite a team
around a cause. They're able to clearly lay out their vision and get others excited about that same goal.

Pro: Charismatic leaders are very inspirational and effective at getting an entire group invested in a
shared objective.
Con: due to their intense focus, it's easy for these leaders to develop "tunnel vision" and lose sight of
other important issues or task that crop up.

MAIN LEADERSHIP THEORIES

THE GREAT MAN THEORY

The great man theory of leadership states that excellent are born, not developed. A popular concept in
the 19th century, this theory states that leadership is an inherent quality. This type of leader often
possesses the natural attributes of intelligence, courage, confidence, intuition and charm among
others.

TRAIT THEORY

Similar in some ways to Great Man theories, trait theories assume that people inherit certain qualities
and traits that make them better suited
to leadership. Trait theories often identify a particular personality or behavioral characteristics shared
by leaders. For example, traits like extroversion, self-confidence, and courage are all traits that could
potentially be linked to great leaders.

THE GREAT EVENTS THEORY

A crisis or important event may cause a person to rise to the occasion which brings out extraordinary
leadership qualities in an ordinary person.

TRANSFORMATIONAL THEORY

It is the most widely accepted theory today. People can learn leadership skills and choose o became
leaders.

THE BEHAVIORAL THEORY

The behavioral leadership theory focuses on how leaders behave, and assumes that these traits can be
copied by other leaders. Sometimes
called the style theory, it suggests that leaders aren't born successful, but can be created based on
learnable behavior.

TRANSACTIONAL THEORY

The transactional theory signifies that both the reader and the text play important roles in the
formation of meaning. Meaning is produced by
continuous transaction between the reader and the text, employing the meaning potential of the text
and the reader's experiential reservoir.

PARTICIPATIVE THEORIES

Participative leadership theories suggest that the ideal leadership style is one that takes the input of
others into account. These leaders encourage participation and contributions from group members and
help group members feel more relevant and committed to the decision-making process. In
participative theories, however, the leader retains the right to allow the input of others.

1 LEADERSHIP PRINCILES

Know Yourself and Seek Self Improvement - You are never done growing as a leader.
Be Technically and Tactically Proficient - Know your business.
Seek Responsibility and Take Responsibility for Your Actions – Be accountable.
Make Sound and Timely Decisions - Be wise but be decisive.
Set the Example - More is caught than taught.
Know Your People and Look Out for Their Well Being - They don't care how much you know, until
they know how much you care.
Keep Your People Informed - No team ever failed because of too much communication.
Develop A Sense of Responsibility in Your Subordinates - You are responsible for developing your
people.
In sure the Task Is Understood, Supervised and Accomplished - Set clear expectations and goals, then
coach and hold people accountable.
Train Your People as A Team - Culture is the Leader's job.
Employ Your Team in Accordance with its Strengths and Capabilities - Put your people in a position
to succeed.

SUPERVISION is keeping grasp on the situation and ensuring that plans and policies are
implemented properly. It includes giving instruction and inspecting the accomplishment of a task.

Over-supervision stifles initiative breed assessment, and lowers morale and motivation.

Under-supervision leads to miscommunication, lack of coordination, and perception by subordinates

that the leader does not care.

EVALUATION is a part of supervising. It is defined as judging the worth, quality or significance of

people, ideas or things. It includes looking at the ways people are accomplishing a task.

INSPIRING SUBORDINATES Getting people to accomplished something much easier if they have
the inspiration to do so.

Be passionate - in organization where there is a leader with great enthusiasm about a project, trickle-
down effect will occur. You must be committed to the work you are doing.
Involve employee in the Decision-Making - people who are involve in the decision-making process
participate much more enthusiastically that those who just carry out the boss order.
Know what your organization is about - "The army is not made up of people. The army is the people.
Every decision we make is a people's choice" - Gen. Creighton Abrams

TRAINING AND COACHING

Training is a structure lesson designed to provide the employee with the knowledge and skill to
perform task
Coaching is a process designed to help the employee gain greatercompetence and to overcome
barriers so as to improve job performance

Both training and coaching help to create the conditions that cause someone to learn and develop.
People learn by the example of others by forming a picture in their minds of what are they are trying
to learn, by gaining and understanding necessary information by applying it to their job, and/or
practice

LEARNING

a) The person must be motivated to learn.

b) Involve your subordinates in the process notices POWER refers to a capacity that person has to
influence the behavior of another so that he or she acts in accordance with his or hers wishes

6 POINTS OF LEADERSHIP POWER

Legitimate Power

Legitimate power is the authority to command, based on position. If the leader has a formal
managerial position in the organization, which
means that they are above others in the hierarchy, then they have legitimate power that they can use.

Reward Power

Reward power is the ability to award positive, desired outcomes. So, if they are able to praise, offer
extra holiday, or control the bonus pot, then a leader has reward power.

Referent Power

This type of power is based on the affiliations we make with others. If others feel an affiliation to the
leader, and find them likable, then the leader has referent power to draw on.

Expert Power

Expert power is based on what the leader knows, the experience they have, or their special skills. If
your leader has a strong knowledge and/or experience base on which they can draw to perform their
role, then they will have expert power.

Informational Power

A leader will have informational power if they control access to or have possession of information
that others need or want. The threat to withhold it or the offer to share it gives the leader power.
However, informational power can easily be given away. Once the information is shared, the power
dissipates.

Coercive Power

This is the threat of force to gain compliance from another. It could be economic, social, emotional,
political or physical. Leaders are often reticent to admit that they have this form of power, but any
leader in a formal position of power will usually have some ability to withdraw economic and social
rewards, such as bonuses, afternoons off or staff get-togethers.

A coaching client who is being very honest will likely be able to find at least one or two recent
occasions where they have been able to achieve what they needed to via a latent threat.

MANAGEMENT

MANAGEMENT is a set of principles relating to the function of planning, organizing, directing and
controlling, and the application of these principles harnessing physical, financial, human and
informational resources efficiently
and effectively to achieve organizational goals.

That purpose could be:

To increase the client satisfaction on the services offered by the organization.

Develop the knowledge and capacity of the personnel, or
To achieve a specific goal or target.

The Manager is a person in the organization who directs the activities of others. They perform their
work at different levels and they are called by different names.
MANAGERIAL FUNCTIONS

Planning - this is required for setting goals and establishing strategies for coordinating activities.
Organizing - this helps in determining what task are to be done, how to do them, how to group the
task and what decisions to be made.
Staffing - this is essential for employing various types of persons and performing various activities
like training, development appraisal, compensation, welfare etc.
Directing - this requires giving instructions and motivating subordinates to accomplish their goals
Controlling - this is the monitoring instruction and motivating subordinates to accomplish their goals.

3 ESSENTIAL SKILLS OF A MANAGER

Technical Skills - the dolly to work with resources, tools, techniques and procedures.
Human Skills - the ability to work well with other people both individual and in group.
Conceptual Skills - the ability to integrate and coordinate various activities

QUALITIES OF A MANAGER

Educational Competence
Intellectual Quality
Leadership Skills
Training
Technical and Knowledge Skills
Mental maturity
Positive Attitude
Self-confidence
Foresight

DIFFERENT HIGHLY INTERRELATED ROLES OF THE MANAGER

1. Interpersonal Roles
2. Informational Roles
3. Decisional Roles

IMPORTANT ROLE OF A MANAGER

Leader
Coordinator
Delegator of Authority
Human Relation Practitioner
Spokesman
Decision-Maker

DECISION-MAKING

DECISION-MAKING is the process of making choices by identifying a decision, gathering

information, and assessing alternative resolutions.

Why is decision-making an important skill?

It is the key skill in the workplace and very important for leaders. It is a skill for effective
management and leadership. Some people are just not to leadership roles because of their lack of
ability to make decisions.

DIFFERENT STYLES OF DECISION-MAKING

Analytic Style - has a much higher tolerance for ambiguity than do directive decision-makers.
Analytic manager would be best characterized as careful decision-makers with the ability to adapt to
or cope with novel and unexpected situations.
Conceptual Style - individuals with conceptual styles tend to use data from multiple sources and
consider many alternatives. Their focus is on taking long-run decisions, and they are very good at
finding creative solutions to problem.
Directive style - people using directive style have lower tolerance for ambiguity and seek rationality.
They are efficient and logical, but their efficiency concerns result in decisions made with minimal
information and with few alternatives assessed. Directive style makes decisions fast, and the focus on
short run.
Behavioral Style - characterizes decision-makers who have a strong concern for the people in the
organization and their development. They are concerned with the well-being of their subordinated and
usually receive suggestions from others.

CATEGORIES OF DECISION-MAKING TECHNIQUES

Group Decision- Making

Also known as the "collaborative decision-making" is a situation faced when an individual
collectively make a choice from the alternatives before them.

Individual Decision-Making
An individual generally makes prompt decisions. While in a group it is easy to hold anyone person
accountable for wrong decision.

Skills related to Decision-Making

Active Listening
Interpersonal Skills
Collaboration
Communication
Logic
Problem Solving
Critical Thinking
Time Management

DECISION-MAKING APPROACH

1. Rational/ Analytical Approach

2. Intuitive Decision-Making Approach
3. Random/ Chance Approach

CHARACTERS OF A GOOD DECISION

1. Decisions positively impacts others

2. Decisions are replicable
3. Decisions include others
4. Decisions foster opportunity
5. Decisions are executable
6. Decision is systematic
7. Decisions are accountable
8. Decisions are pragmatic
9. Decision involves self-awareness

ADMINISTRATION

ADMINISTRATION refers to activities that deals with organizing and managing the work of a
company or an organization. Administration also exists in government, charities, and many other
types of organization.

ADMINISTRATOR is a person who ensures that an organization operates efficiently. Their specific
duties depend in the type of company, organization, or entity where they work.

What is the main function of Administration?

The main job responsibility of an Administrator is to ensure the efficient performance of all
departments in an organization. They act as a connecting link between the senior management and the
employees. They provide motivation to the work force and make them realize the goal of the
organization.

FUNCTIONS OF ADMINISTRATION

Planning
Organizing
Directing
Controlling

PRINCIPLES OF ADMINISTRATION

Division of Work
Authority
Discipline
Unity of Command
Unity of Direction
Subordination of Individual's Interest to the General Interest
Remuneration of Personnel
Centralization
Scalar Chain
Order
Equity
Stability of Tenure of Personnel
Initiative
Esprit De Corps
Character Formation
with Leadership,
Decision Making,
Management and
Administration
(CFLM 2)