Job Aid Effective Delegation Worksheet Purpose: Use this job aid to assess the individual working styles

of all the employees on your team. Effective delegation begins with careful planning on the leader's part. Armed with this information, you will be better prepared to match the employee to the appropriate task. Rank the members of your team as either "strong", "average", or "weak" for each of the following: 1. capability to keep a quick pace of work 2. ability to work without direction 3. inclination to seek out new assignments 4. attention to details 5. ability to handle significant assignments 6. written communication skills 7. verbal communication skills 8. organizational skills 9. willingness to complete general office chores 10. interest in working alone or independently Source: Recognizing a Leader Job Aid Assessing Your Leadership Orientation Purpose: Use this job aid to assist you in determining your leadership orientation. Assessing your leadership style or orientation is the first step in improving your leadership ability. Select the behavior that best describes you, choosing one or the other in each row, and then make a note of the total number of options you've selected from each column. Feeling or thinking orientated behavior? Feeling-oriented behavior You see the truth as being subjective You care about what others are feeling You desire and need harmony You appreciate people You value your connections with others You influence people with emotions You freely show your emotions You make decisions by your instincts You make compassionate decisions Sensing or intuitive orientated behavior? Sensing-oriented behavior You have a good memory for facts and details You are practical and realistic You see things as they are You trust the traditional ways Intuitive-oriented behavior You see abstract relationships You are innovative and creative. You are able to envision the future You like to be innovative Thinking-oriented behavior You see the truth as being objective You care about ideas and concepts You focus on getting the job done You give people honest feedback You value facts and intelligence You influence people with logic You cover up your emotions You make decisions based on core principles You make consistent decisions You make decisions based on pleasing others You make decisions based on what's right and fair

Feeling or thinking orientated behavior? Feeling-oriented behavior You observe the details You rely on facts more than hunches You work on tasks until finished You pay attention to daily events You depend on common sense You skillfully apply knowledge Total for sensing-oriented Thinking-oriented behavior You see the big picture You rely on hunches more than facts You work on a variety of activities concurrently You focus on the future You depend on flashes of insight You see patterns in complex systems Total for intuitive-oriented

Transfer your scores for each of these four areas to the quadrant below to determine your core leadership orientation.

Figure 1: Leadership orientation chart Source: Recognizing a Leader Understanding the Importance of Leadership Probably more than at any other time in history, society is experiencing a leadership crisis. Due to various circumstances, the turnover rate for leaders has become exceptionally high. But leadership is still required and desired. In fact, people can't function without it. Leadership gives human beings direction, momentum, and ultimately, hope.

Why are leaders as important if not more so today as they have been in the past? Companies need leaders because

organizational effectiveness depends upon leaders leaders provide purpose leaders bolster integrity

Organizational effectiveness depends upon leaders Organizational effectiveness is desperately dependent upon good leaders. The success or failure of all businesses rests on the shoulders of the leaders they employ. Sports teams, manufacturers, restaurants, and retail establishments all look to their leaders to make their organizations a success. Leaders provide purpose The second reason why leaders are important today has to do with the tremendous amount of change that has taken place in recent years. The continuing escalation of change has left employees with complex and overwhelming choices. Leaders give people the direction, purpose, and guidance that is sorely missing during tumultuous times. Leaders bolster integrity The final reason why leaders are so vital today is the ongoing concern society has over integrity. There is general disillusionment with many leaders. In some cases people are fearful of the evil power that malevolent leaders seem to possess. In other cases, frustration has surfaced when trust has been misplaced in individuals who've shirked their duties and let their constituents down. At times like these, guidance is needed to return people to their roots. People need inspiration from individuals who are willing to risk defeat, while still pursuing their ideals and principles. In other words, people crave leaders who can lead. In such a volatile marketplace, strong leaders are more vital than ever before. It is precisely at times like these times of great change, upheaval, and questionable integrity that organizations need leaders and not just managers. Course: Recognizing a Leader Topic: The Importance of Leaders Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Leadership Myths There are many misconceptions about leadership that get in the way of an individual's pursuit and success as a leader. It is, perhaps, these myths that prevent managers from growing and developing into leaders.

Many managers don't want to become leaders and shouldn't. However, individuals who think and act like leaders become better managers. In the complex and changing business environment organizations now operate in, more leaders are needed at every level. Have you heard the saying, "Good leaders are born, not made?" Don't you believe it. This myth keeps many people from directing their energies into leadership. Leadership skills and competencies can be learned, developed, and mastered. You must have the desire to become a leader and the perseverance necessary to take on a very personal journey. There is no one-size-fits-all process for becoming a leader. In many cases, it's trial and error, and you must figure it out as you go. Hand in hand with the myth of leaders being born is the mistaken idea that leadership skill is rare and exists only at the top rung of an organization. This belief is simply not realistic. Leaders exist at all levels in organizations and in life. Leaders at the top had to learn, experiment, and develop at lower levels. Additionally, it's possible to be a leader in one area and have an ordinary role in another. If you are in an entry-level job, you can practice your leadership skills by doing simple things like increasing your participation in meetings, asking for more responsibility, or assuming responsibility when no one else will. Another long-standing myth is that leaders are blessed with some type of magical personality, charm, charisma, or aura. Perhaps the greatest myth regarding leadership concerns how true leaders exercise power. Power is almost always associated with leaders. However, leading is not so much about wielding power as it is about offering empowerment. These points provide information about power versus empowerment.

Power means controlling; empowerment creates achievable goals. Power means directing; empowerment enables initiative. Power means prodding; empowerment offers encouragement. Power means manipulating; empowerment rewards progress.

Don't let common misconceptions about leadership stunt your growth as a leader. To succeed as a leader, you must learn certain skills and apply them appropriately. You must be willing to embark on a personal journey of challenge and development; and you must be willing to empower those around you and step outside the boundaries of typical management roles and responsibilities. Course: Recognizing a Leader Topic: Misconceptions about Leadership Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Identifying Leadership Traits While it's impossible to put your finger on the most important traits of outstanding leaders, there are four general characteristics that are necessary for successful leadership. Leaders begin as individuals who work and deal with others in society. They develop themselves into successful leaders by doing the following things: 1. nurturing ongoing and interactive relationships

2. being in touch with innermost thoughts, feelings, and values 3. walking the talk 4. leading by influence Nurturing ongoing and interactive relationships The first characteristic that all effective leaders must develop is the ability to nurture ongoing and interactive relationships. Successful leaders do this by following the four guidelines listed below: Allow for an equal exchange of ideas and your staff will feel comfortable speaking up. This will help you in the long run because you will develop an effective team that can achieve its goals. Consider the needs of your employees, demonstrating that you care about them Being inconsiderate of employees' needs puts your success as a leader at risk because your employees won't be motivated to go the extra mile when it's needed. Meet the needs of your employees By doing so, you will demonstrate that you are willing to take action, when necessary, to ensure that your employees are better able to do their jobs. This will ensure that you earn the respect of your staff. Validate your employees' concerns When employees take the time to raise an issue with you, you need to listen to their concerns and validate them. By doing so, you show employees that you can see things from another point of view. This action will help you to forge solid relationships with your staff. Being in touch with innermost thoughts, feelings, and values Some strategies for becoming attuned to your inner self are

cultivating alone time assuming distance from the mission meditating and thinking deeply visualizing and relaxing exercising regularly engaging in creative activities
Walking the talk

To walk the talk you need to act in a manner that is consistent with your words. Think about it: Does anyone respect a leader who doesn't follow the rules that they themselves have set? As a leader you need to practice what you preach. It is the epitome of leading when talk and actions fuse. Good leaders must truly believe in what they are doing. When leaders believe in their goals, then others will recognize this and quickly provide their support. Leading by influence To acquire support and motivate their employees, successful leaders use influence as opposed to force. To influence others, leaders need to display their motivation and have a positive outlook. When you lead by influence you are not using force as a motivator. Using force as a motivator will jeopardize long-term commitment from your employees. Martin Luther King, Jr. is an example of someone who led by influence. People were not forced to follow him; they chose to. He influenced people by demonstrating his knowledge of issues, showing

his personal devotion to a cause, and communicating his dream in a positive way. There is no definitive way to determine what ensures success as a leader. However, committing to the techniques just explored will increase the odds that you'll emerge as an outstanding leader. Course: Recognizing a Leader Topic: Traits of Outstanding Leaders Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Trends Affecting Leadership As change and upheaval continue to influence organizations, several major trends have become apparent that will continue to influence leadership into the next century. Some of these trends may even change what it means to be a leader and alter the methods of leadership that are currently successful. One such trend involves the technological advances that are occurring at a spectacular rate. These advances influence leaders in a variety of ways. First, information is often available instantaneously about local, national, and global events. The information superhighway opens up endless possibilities for discovering and uncovering information. However, the information received may not always be reliable or pertinent, and this can challenge a leader's abilities to discern fact from fiction. It can also become a challenge to translate this often simplistic information into big picture implications. There's a second effect from all this technology and knowledge floating around. No one can keep track of all of it. Therefore, leaders now, more than ever, depend upon experts, technicians, and consultants to feed them the necessary and correct information. Leaders today, and in the future, will be increasingly called upon to take this expert information, evaluate its importance and relevance, and translate it into action in the form of realistic goals and objectives. Another trend that strongly affects leadership is the lack of privacy granted to people in general in today's society. Government, news organizations, and various other agencies track all types of personal information. Leaders are no longer judged on just their abilities to lead, and the distinction between public and private lives has become blurred. Leaders of organizations, communities, and nations often have the most intimate details of their lives revealed. Opinion polls show that people have less respect for their leaders in general, and this trend shows no signs of letting up. The scrutiny has become so intense that many capable people shy away from leadership positions. Finally, the fastest-growing trend currently affecting leadership is the move toward a global economy. This trend means that leaders of tomorrow will require

a deep understanding of other cultures an awareness and education of international law

the ability to constantly monitor global economics

Unprecedented numbers of companies are crossing national boundaries in search of profits and new markets. Tomorrow's leaders require finely honed skills to deal with the most diverse of working environments. While the need for competent leadership is more crucial than ever, the trends impacting leaders seem to be more daunting than ever. Successful leaders today, and in the future, must strive to retain links to new technology, expert information, and global economies, while finding methods of making this information meaningful to their employees, their organizations, and themselves. Course: Recognizing a Leader Topic: Trends Affecting Leadership Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Time Management No one has time to do everything. In order to effectively manage your time you need to practice techniques that allow you to accomplish more and feel less stressed even in chaotic and hectic working environments. To effectively manage your time, you need to employ some tactics that will enable you to properly schedule tasks and minimize wasted time. By practicing the four steps listed below, you can develop a personalized schedule that will increase your productivity: 1. creating a to-do list 2. scheduling tasks properly 3. holding a morning huddle 4. controlling interruptions Creating a to-do list This is not an in-depth outline of what you hope to accomplish for the day; rather it lists what's on your agenda at the present time. To-do lists are effective because they give you direction and help you visualize your day. Research shows that people who use to-do lists are more productive than those who do not use them. Scheduling tasks properly Taking a minute to prioritize the items on your to-do list will help you separate what needs to be accomplished from what you'd like to accomplish. Number your tasks individually according to their priority level. Beside each task, estimate the amount of time each project will take and add 25 percent more time. Slot your projects into specific time frames in your day planner. Be sure to include the additional 25 percent of time to account for any unforeseen delays.

Holding a morning huddle A morning huddle is a quick get together in which everyone debriefs their schedules. Nobody dominates the huddle, business items are not discussed, and everyone must attend. Notice that it is called a huddle not a meeting. The sole purpose of the huddle is to give everyone insight into what's happening with everybody else that day. This way the team can coordinate any activities that come up. Controlling interruptions If you don't control your interruptions, you can expect to spend a good portion of your day being interrupted with problems and issues. Let's face it, you can spend up to 50 percent of your day dealing with interruptions. If you don't control these interruptions, you become less productive, your schedule becomes useless, and you are likely to miss important deadlines. There are countless ways you can control interruptions. The important thing is that you take an active approach in controlling them. As a leader, you need to accept the fact that each day can bring surprises that are simply out of your control. You'll be able to manage your time better when you consistently create to-do lists, schedule tasks properly, hold morning huddles, and avoid interruptions. Course: Recognizing a Leader Topic: Understanding Time Management Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners.

Mastering Paperwork Paperwork is inevitable. Dealing with the endless flow of reports is enough to overwhelm anyone. There are two small acts that will help you conquer the paper chase. First, if your desk is covered with sprawling trails of paperwork, start with the simple task of making one single stack even if it's huge. Then, sort your paperwork by separating the must do from the can wait. Items that go in the must do pile should be high-priority items that are urgent. TOSS One of the best paper-management tips to keep in mind is to handle each piece of paper as few times as possible. So as you go through your pile, try using the TOSS acronym as a reminder of efficient handling of paper. The following explains how the TOSS acronym works:

Trash it It's the best option for lots of paper that crosses your desk. If you know you'll never use it, look at it, or need it again, trash it. Outsource anything you can If someone else has the answer, needs the information, or should simply view the document, send it to them now.

Save, but do so with caution Some studies show that as many as 80 to 90 percent of the items permanently saved are never retrieved or viewed again. Start on it Don't procrastinate take action now. Tickler files

There are some things you want to save on a short-term basis. This may include items that you want to act on but can't do so until a later date. It could be deadlines or just simple reminders of upcoming events. A tickler file is the perfect solution for these situations. This file is used to tickle your memory about upcoming events. Additionally, it's a great place to store items that require future action. You can purchase a tickler filing system for a relatively little money. However, if you want to construct one yourself, it's simple. Follow this process: 1. get 43 hanging file folders 2. label twelve of them for the months 3. label the remaining files 1-31 4. put action items for the current month in the numbered files according to due date 5. put items beyond the current month in the appropriate month's folder To use the tickler system most effectively, start each day by reviewing that day's folder. It'll work best if you take action on the items as you remove them from the folder. However, if the tickler file is really loaded, you can subdivide the items into phone calls, correspondence, and so on. Once you've handled all items in the folder, place that day's folder behind the last numbered folder. At the start of a new month, sort the contents of the new month's file into the appropriate days. One of the pitfalls of the tickler file is delaying action to later dates. Use the three transfers rule to prevent procrastination. Each time you move a document back, place a check mark on the upper corner of the document. If a document has three check marks, it's time to take action or eliminate it altogether. Utilizing the TOSS procedure and the tickler file will help considerably in controlling your paperwork. However, if you still have items you don't know what to do with, create a slush file. This is for items that can't be thrown away but don't seem to fit anywhere else. Make sure you go through this file monthly and purge or act on the items in it. Course: Recognizing a Leader Topic: Mastering Paperwork Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Delegation Delegation is defined as the ability to authorize and send a person as one's representative. For a leader it means much more. For a leader, delegating is actually an art. It is the art of achieving

specific, predefined results through the empowerment and motivation of others. Proper delegation not only helps to increase your own productivity, it also helps motivate your employees by empowering them with trust and responsibility. When delegating, you can ensure positive results by:

choosing the proper tasks to delegate selecting the right person for the task assigning tasks effectively supplying constructive feedback

Choosing the proper tasks to delegate To start this process, you need to make a list of tasks that you would like to delegate to your staff. Each item on the list should then be considered individually to see if it is suitable for delegation. Some tasks, for example, may involve confidentiality and so should not be delegated. Others may be direct responsibility of the manager and so also cannot be delegated. Other tasks may suit particular employees with skills and interests that match the task. These types of tasks are perfect for delegating. Selecting the right person for the task Before delegating a task, you need to consider the specifics of the task itself. Think about the results that you desire and then consider the needs, desires, skills, interests, and career paths of your employees. When you do this, you will be able to determine who is right for the job. Assigning tasks effectively When communicating the task, you need to ensure the person you're delegating to understands what the desired goal or objective is. After stating the objective, provide all of the necessary instructions, information, and guidance in order to ensure success. In addition, you need to outline the level of authority that accompanies the project or task. Generally, you should never delegate a task to a person unless you believe they have the skill necessary to make the call when needed. Supplying constructive feedback Feedback should never be negative in scope; it should be in the form of problem solving and helpful suggestions. To do this you need to provide your staff members with information that will help them to do their jobs more efficiently and effectively. Keep in mind that the manner in which you provide feedback will often determine an individual's willingness to return to you in the future for delegated tasks. Part of the challenge of delegating lies in taking the necessary time to ensure the success of the task or project. This is a long-term investment. If you're willing to use the guidelines you just learned, the payoff will be significant. Course: Recognizing a Leader Topic: Delegating Dos and Don'ts

Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Effective Meetings On average, executives spend half of their work week in meetings. Keep in mind that most people who are invited to the meetings hold no direct stake in the outcome or the process. In most cases, these people end up complicating the meeting with their own agendas. Effective meetings can accomplish a great deal. Communication can be improved among staff members and problems can be solved. You can also manage crisis situations more effectively, and develop a stronger team. What does it take to coordinate a productive meeting? A little planning will go a long way toward making your meetings productive. The three basic steps are

preparing for the meeting conducting the meeting following up after the meeting

Preparing for the meeting To properly prepare for a meeting, you need to follow a three step process. First, you will need to identify the meeting type that suits your purpose. You will then need to invite the essential stakeholders and develop an agenda for the meeting. Once you address each of these items, you will have a solid preparatory plan in place. The three steps that you need to follow are 1. Identify the meeting type that suits your purpose An objective oriented, or ad hoc, meeting is typically used to develop ideas for an action plan. On the other hand, information meetings are held regularly and are used to inform the staff of pertinent information. 2. Invite only the essential stakeholders If you want to solve a problem, you need to invite those people who will need to be involved in the change process. 3. Develop an agenda for the meeting You need to develop an agenda that outlines what will happen and who will attend. You also need to be sure to make it available prior to the meeting to let the participants prepare. When organizing a meeting, it is important to identify the meeting type, invite the essential staff and develop an agenda. Conducting the meeting We've all been in meetings that seemed chaotic and disorganized. However, with the proper organization, meetings like this can become a thing of the past. To help your meetings run smoothly and effectively, make the following practices a habit:

start on time bring up and discuss all agenda items encourage all to participate

limit domination by one person or group

Organizing a meeting is not a difficult task if you follow the correct steps. Effective planning is the best way to avoid chaos. If you can do this in the next meeting that you chair, the meeting is sure to be a success. Following up after the meeting Following up after the meeting requires you to take the ideas from the meeting to a higher level and actually assign tasks to implement them. Send copies of the action plan to the members involved, and copy their managers. This prevents dropping the ball once the meeting is over and enthusiasm has waned. The action plan ensures that group members can identify the tasks that they will need a hand with and are, therefore, better able to implement them. One thing you can do to alleviate this problem when it arises is to utilize a buddy system. The buddy system involves putting one person in charge of the project and giving them a support person or buddy. The greatest benefit of the buddy system is that it provides an automatic system of checks and balances. If you apply the guidelines for productive meetings you are more likely to help the group achieve its goal. Remember that an effective meeting will require that you prepare for the meeting, effectively conduct the meeting and provide adequate follow up after the meeting. Course: Recognizing a Leader Topic: Meetings that Work Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Identifying Honesty Traits Let's face it, honesty is a core value in any relationship, so why would the relationship you have with a leader be any different? Whether you're a leader in a community, an organization, or a nation, people need to feel that you are deserving of being a leader. Honesty is demonstrated through behavior. Remember that honest leaders are people who practice what they preach by demonstrating consistency between word and deed. There are three specific characteristics that help leaders demonstrate their honesty: 1. having identifiable principles 2. being truthful and open 3. demonstrating solid ethics Having identifiable principles Principles can be defined as professed rules of action or conduct. To be perceived as honest, you need to have a clearly defined set of personal standards that consistently guide your conduct and decision making processes. In order to have identifiable principles you need to act in a consistent manner to ensure that your staff

can see firsthand that your principles are well founded. Being truthful and open If you want to be an honest leader, you need to let honesty guide your behavior. Remember that it only takes one witnessed untruth for a leader to be perceived as dishonest. We all make mistakes, but deliberate untruths need to be avoided. Most people would rather hear the truth, even if it's unpleasant, than be misled by false information. Being honest and open is a behavior that you must practice. As a leader you need to recognize that your principles form the foundation from which you can be open and honest. Demonstrating solid ethics Ethics are the moral guidelines that mold your behavior. As a leader, you must follow a variety of ethical guidelines. To be an ethical leader, you may be forced to oppose or question actions by the company for which you work. In these situations, you must lead by example and promote valued behavior. Remember, honesty is related to ethics, truthfulness, and principles. Leaders who stand for important principles earn respect. Employees simply don't trust leaders who lack values and ethics. These characteristics are habitual behaviors that need to be practiced on a consistent basis. Course: Recognizing a Leader Topic: Honesty Is the Best Policy Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Vision You can't expect employees to willingly follow you if you're clueless about where your company is headed. Employees expect their leaders to be capable of perceiving the many possibilities that are available to the organization. The culmination of your efforts at observing, analyzing, and consulting with others will result in your vision, dream, goal whatever you choose to call it. The terminology is less important than the concept. And the concept is that you envision the future and your organization's place in the future. Outstanding leaders have a clear sense of direction and purpose. They know what they want and they have a plan to get there. They communicate their vision with enthusiasm and passion that is contagious and inspirational for the employees they lead. The importance of looking ahead with excitement cannot be overlooked, and this need will increase as leaders move into the next century. It's worthwhile to mention that having a vision or being a visionary doesn't mean you can predict the future. It's more about the nuts and bolts of running the business than anything else. Having a vision means that you have the skill that is necessary to identify an appropriate destination for your organization. It means you have a clearly outlined picture of the future. It also means you

have the capability to paint the picture in the most vivid terms possible for your employees. The other part of being a visionary is being inspirational. Some leaders disregard this theory. It's true that being a cheerleader for your employees won't necessarily change the type or kind of work that needs to be done; however, your spirit and attitude can certainly help to make work more satisfying and fulfilling. A positive attitude from you as the leader will go a long way toward motivating employees to strive for the dreams and goals you've identified. Whether you call it having a vision, being a visionary, dreaming, setting goals, or having a direction, employees expect their leaders to be capable of perceiving the many possibilities that are available to the organization in the future. Looking ahead with excitement is no longer a nice quality of a leader. It's essential. Course: Recognizing a Leader Topic: Looking Ahead with Excitement Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Core Leadership Competencies Employees are unwilling to put their faith in inexperienced or incompetent leaders. To get an employee's commitment, the employee must believe that you are a competent guide to the vision, dream, or goal you've defined. In fact, employees respond more favorably to leaders when they are aware of their past achievements. This gives the employee an impression of the leader as capable and effective. If employees doubt a leader's abilities, they're unlikely to give the leader support or it may take a long period of time to recruit them. Being a competent leader doesn't mean you have to be a technological expert or be especially skilled in the basic operations of the business. Depending on the type of business you're in and the type of leadership position you're striving for, the competencies required to be a leader will vary greatly. It is worth pointing out that while competency is important and highly valued by employees, this doesn't necessarily mean that the leader has to have exactly the same capabilities and skills as the employees. Surveys from employees show that it is more important that the leader invests the necessary time and effort to learn the business and understand its operation. If your goal is to learn the business and understand the current operations of your organization, department, unit, or team, start by studying the answers to the following questions:

What are the products or services rendered by your work group? Who is responsible for producing the products or services? How much time is invested in producing the product or service? How many products or services are rendered weekly or monthly?

Besides being knowledgeable about your organization, department, unit, or team, there is a growing trend toward expecting leaders to be multifunctional. There will be expectations for leaders to function as consultants and to lead interaction between business units, departments, and teams. This will require skills and knowledge in more than just one area. In addition, due to new corporate guidelines, employment legislation, and concerns over workplace diversity, leaders will require more legal

knowledge and political savvy. Employees respond more favorably to leaders who've been successful in the past, who take the time to learn the various aspects of the business, and who are competent in a variety of functions and roles. These are the core competencies necessary for any leader. Course: Recognizing a Leader Topic: Core Competencies Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Credibility The changing business environment creates a need for leaders who are passionate, enthused, and visionary. Both employees and coworkers follow proactive leaders over leaders who play it safe and react to change. They support leaders that will be capable of successfully guiding them into the future. Progressive and proactive leaders may find limited support for their initiatives in the beginning. However, this support only grows once the leaders have demonstrated their credibility. Credibility refers to the believability of sources that communicate information. Whether you're in sales, medicine, research, religion, or politics, credibility is an important issue. Three characteristics that will help you to build credibility are 1. being dynamic 2. showing expertise 3. demonstrating trustworthiness Being dynamic Dynamic leaders engage in taking effective action and can be identified by their willingness to assume new challenges. Dynamic leaders are flexible in their methods of assessing present situations and estimating future situations. They are also active in their search for areas in which to improve. Above everything else, a dynamic leader must be proactive when faced with a problem. Being dynamic isn't something that you learn to do overnight; it's something that needs to be done on a consistent basis. In order to be viewed as a dynamic leader, you need to practice appropriate behaviors over an extended period of time. Showing expertise To be seen as an expert, you need to have an identifiable skill set, experience, and proven success. When you demonstrate your expertise to your staff, you demonstrate your natural leadership abilities. Leaders who do not show their expertise are rarely given credibility and lack the support they need to perform their initiatives. The ability to deal with task-specific issues depends on a leader's skills.

To be an effective leader you need to have a broad range of experience. Demonstrating high levels of experience helps to solidify your place as leader. No one wants to follow an unsuccessful leader. Good leaders are those who can demonstrate a track record of success. Although we all fail now and then, a good leader will have many more successes than failures. Demonstrating trustworthiness Capturing the trust of your employees is not easy, but it is essential. You do this by honoring your promises and being consistent with your employees. As such, you need to be careful when you make a guarantee or give privileges to one group and not another. Every decision you make may impact a previous guarantee or adversely affect one person or group. Credible individuals demonstrate that they are dynamic, experienced and trustworthy by using consistent behavior. When you use consistent behavior, your staff will recognize you as a credible leader. You gain credibility slowly but surely, day by day. When others observe that your words and deeds coincide, you become more credible. However, your credibility can be lost instantaneously if you forget to follow through on a promise. Knowing that every interaction, goal or communication is a demonstration and a test of your credibility, you should work to maintain your credibility at all times. Course: Recognizing a Leader Topic: Source Credibility Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Four Leadership Orientations Leadership is the ability to influence others to cooperate enthusiastically in the successful accomplishment of a common goal. Your organization's effectiveness is dependent upon your skill in setting a goal, identifying what needs to be done, creating willingness to cooperate, and bringing out the best in your employees. These four skills correspond to four basic leadership orientations: 1. relaters 2. directors 3. motivators 4. dreamers Relaters Leaders who are strong in the relater quadrant focus on their employees. They feel that the welfare of the team is of the utmost importance. Leaders who are relaters tend to be

easily approachable relationship oriented skilled at collaboration

focused on empowerment considerate of feelings in tune with employees' needs capable of uniting employees

committed to building relationships based on trust and respect

Employees who experience working for a relater leader tend to have a very high job satisfaction. These leaders have the unique ability to convince employees that the whole is greater than the sum of its parts. In many cases it's tough to identify these leaders because they truly live the idea of teamwork. Therefore, they don't always stand out as individuals. Directors Leaders who utilize the director style of leadership look at the big picture, decide what needs to be done, and communicate it to employees. The following are behaviors that accompany the director leadership orientation: Directors may or may not feel that they need input, and often they don't explain why a particular plan of action was chosen. Directors tend to tell employees what to do rather than ask for their cooperation. When persuading employees to cooperate, directors often use force or implied force to encourage participation. Situational problems such as lack of knowledge, training, or skill are often used to justify the director's behavior. Directive leaders tend to use this technique more strongly when there is high uncertainty in a situation. This directive style is often used when time is short and there is a need for a short-term increase in productivity. Directors usually have, or gain, large amounts of power within the organization. This is a very effective style of leadership for organizations that are slow to adapt to change and where the need for employee input is low. Motivators Motivators are leaders who give meaning and significance to the work their employees do. These leaders are especially cognizant of their employees' need to be challenged and to succeed. They search for opportunities to exceed previous levels; they regularly set the bar higher. By trusting and openly supporting employees in their personal development, these leaders provide the motivation and commitment that fosters organizational development and achievement. Individuals who lead by motivating enable people to put their full enthusiasm into a task. Dreamers Some leaders have the ability to see what others do not see. They imagine things for their employees that are far beyond the ordinary or what was ever dreamed to be possible. Without these dreamers, little could or would happen. Most journeys begin with imagination and the belief that the imagined can be realized. Leaders who are dreamers have the talent and capability to imagine the ideal the goal, the calling, the vision. Dreamers have the ability to intuit the future. Their sense of vision and their ability to look ahead sets them apart. The four leadership styles or orientations give you a framework within which to operate. Undoubtedly,

there are any number of combinations and situations to which these orientations can be applied. Having an understanding of the four leadership styles will better prepare you to do your best job of leading. Course: Recognizing a Leader Topic: Four Leadership Orientations Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Leadership Style Based on personality, most leaders have an orientation to which they align most easily or to which they can relate most easily. This is where your natural talents or abilities are displayed or come into play. Because of its effect on leading, it's important to understand where personality comes from. Personality is made up of beliefs which are developed as a result of experience and environment. Beliefs are required to make sense of reality. Dr. Carl Jung explains that personality is also made up of innate process preferences. Process preferences determine how you get information: by using your senses (touch, see, feel) or by using your intuition (emotions). Process preferences also determine how you make decisions: based first on feelings, or based first on intellect or thinking. Combining your preferences for gathering information and for making decisions results in the four leadership orientations. Using the insight just gained regarding your preference to use feeling versus thinking and your preference for using your senses versus using intuition, you can identify your particular leadership orientation, and consequently, your strengths and weaknesses as a leader. Course: Recognizing a Leader Topic: Discovering Your Style Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners. Understanding Leadership Style Problems As a leader it is important to recognize that various situations will require different leadership skills. Regardless of your leadership style, it is likely that problems will arise because of your approach to specific situations. This is natural and unavoidable. However, successful leaders are able to correct problems generated from specific leadership styles. In order to achieve this end, you will need to

evaluate your leadership style avoid overplaying your strengths by balancing

Evaluate your leadership style When you are evaluating your leadership style you need to consider your strengths and weaknesses. Once you've done this, you need to decide which of the four domains, dreamer, director, relater, or motivator, accurately depicts your style. Once you have identified your leadership style, it is much easier to balance your leadership. Avoid overplaying your strengths by balancing The second thing that you need to do in order to balance your leadership style is avoid overplaying your strengths by balancing your style. For example, if you're naturally good at directing you may find that you direct a little too much. If you notice that your employees constantly act independently of each other in exploring their own goals and visions, you may determine that you need to move your leadership orientation toward relater. You can help gain balance by using teams more effectively, emphasizing collaboration, and recognizing and rewarding group effort. Problems may also occur when a team becomes so important that individual efforts are no longer recognized or valued. In this case, you want to balance your leadership orientation by moving toward the dreamer style. This will require emphasizing individual excellence and recognizing and encouraging individual employees in pursuing the vision. If you find that you overplay a directive style of leadership, you should direct less by empowering the team, emphasize improvement by enriching employees' work lives, and motivate through appreciation. These actions will help you move to the motivator style of leadership, and thus, will help you to balance your leadership style. Recognizing your weakness as a leader is as important as recognizing your strengths. Evaluating your natural style and working on the orientation that is least comfortable for you will make you a more balanced and successful leader. Course: Recognizing a Leader Topic: Situational-balanced Leadership Copyright 2008 SkillSoft. All rights reserved. SkillSoft and the SkillSoft logo are trademarks or registered trademarks of SkillSoft in the United States and certain other countries. All other logos or trademarks are the property of their respective owners.