Ôn tập Leadership

Chapter 1 : OVERLEADERSHIPS AND LEADER

I) DEFINITION
- The ability to positively influence people and systems to have a meaningful impact and
achieve results.
+ Leading
+ Influencing
+ Commanding
+ Guiding
II) Characteristics of Leadership

5. The relationship between leader and followers is working together

6. Purpose is to achieve some common goals
7. It is a continuous process
III) Leaders
- Being nominated as a supervisor doesn't make you a leader.
- Being a leader means that you influence people by providing purpose, direction, and
motivation.
IV)Essential qualities
- These qualities are necessary for you to be a leader, but they are not in themselves sufficient
to make you be seen as one
- Qualities are very much anchored in particular fields
- Some generic qualities participate in building your leadership potential (Enthusiasm,
integrity, toughness, fairness, warmth, humility, and confidence)
MAIN POINTS
There are four primary leadership styles: ( Bảng bên dưới )
The Hersey-Blanchard model suggests that the following leadership styles are the most
appropriate for these maturity levels:( matching với nhau luôn rồi nhee, cái trên matching
với cái dưới)

Leadership Telling (S1): In Selling (S2): This Participating Delegating

style this leadership style involves (S3): In this (S4): This style
style, the leader more back-and- approach, the is characterized
tells people forth between leader offers by a less
what to do and leaders and less direction involved,
how to do it. followers. and allows Group
Leaders "sell" members of the members tend
 their ideas and group to take a to make most
messages to get more active role of the
group members in coming up decisions and
to buy into the with ideas and take most of
process making the
decisions responsibility
for what
they’ve done.
The Low Medium Medium High Maturity
maturity Maturity(M1): Maturity(M2): Maturity (M3): (M4): Group
level Group members Group members Group members members are
lack the are willing and have the skills highly skilled
knowledge, enthusiastic, but and capability and willing to
skills, and lack the ability. to complete the complete the
willingness to task, but are task.
complete the unwilling to
task take
responsibility.
Three variables of leadership :
 The leader – qualities of personality and character.
 The situation – partly constant, partly varying.
 The team – the followers: their needs and values.

 Task need: Working groups come into being because there is a task to be done that is
too big for one person
 Team maintenance needs: Create and promote group cohesiveness
 Individual needs: Working groups help individuals satisfy their needs.
 Chapter 2: Goal setting skill

1) Concept of Goal
- A goal is a desired result that a person or organization tries to achieve through its activities
and efforts.
 Level of leadership

Strategic leadership Leading a whole business or organization,

with overall accountability for the two
levels of leadership below you
Operational leadership Leading a significant unit in the business or
organization, composed of a number of
teams whose leaders report to you
Team leadership Leading a team of about 5 to 20 people
3. Smart Goals
Setting SMART goals means you can clarify your ideas, focus your efforts, use your time and
resources productively, and increase your chances of achieving what you want in life.
Goal setting : SMART

S (Specific) M ( Measurable) A (attainable) R ( relevant) T (time-bound)

(simple,
sensible, (meaningful, (agreed, (reasonable, (time-based,
significant) motivating). attainable) realistic and time-limited,
resourced, time/cost-limited,
 results-based timely, time-
sensitive)
4) PROCESS FOR IMPLEMENTING DEFINED GOALS

5. How to turn the core leadership functions into skills