Professional Documents
Culture Documents
P6 Leadership Skills
P6 Leadership Skills
P6 Leadership Skills
McGraw-Hill/Irwin
P6
Basic Leadership Skills
Leaderships Skills
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Keeping a journal
Writing a journal increases the likelihood that
leaders will be able to look at an event from a
different perspective or feel differently about it
Can reread earlier entries
Provide a repository of ideas that leader may
later want to use more formally papers, pep
talks, or speeches
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2. Communication
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2. Communication
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2. Communication
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2. Communication
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2. Communication
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3. Listening
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3. Listening
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3. Listening
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3. Listening
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3. Listening
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4. Assertiveness
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Use I statement
Speak up for what you need
Learn to say no
Monitor your inner dialogue
Be persistent
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4. Assertiveness
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Use I statement
Take responsibility for what you say
Specify what you believe and what you want
Use first-person pronouns when you speak
I think his academic record looks fine, but we agreed only
to consider candidates with at least five years experience. I
think we should keep looking.
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4. Assertiveness
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4. Assertiveness
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Learn to say no
No one can be all things to all people but it takes
assertiveness to say no to others
Leaders may need to say no to their own superiors at
times to stand up
Keep your reply short and polite. Avoid a long, rambling
justification. Do not invent excuses. Do not go overboard in
apologizing because you cannot do it. Be up-front about
your limitations and about options you could support. Ask
for time to consider it if you need to.
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4. Assertiveness
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4. Assertiveness
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Be persistent
Stick to the guns without becoming irritated,
angry or loud
Seek their objectives, even in the face of
another persons excuses or objectives
Standing up for his own rights
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9. Building credibility
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9. Building credibility
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9. Building credibility
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Building expertise
Technical competence and organizational and industry
knowledge
Determine how the job contributes to the overall
mission
Become an expert in the job through formal training
or teaching others, and seek opportunities to broaden
their technical expertise
Expertise is more than experience.
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9. Building credibility
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Building trust
Clarifying and communicating values
Building relationships with others to create a
high level of mutual trust
Leadership is a moral exercise
Spend time listening to what they have to say
Leader who build trust may be better able to
influence and get work done through others
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9. Building credibility
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Expertise x trust
Leader vary tremendously in their levels of both
expertise and trust
These differences have distinct implications for
leaders wanting to improve their credibility
Leader who do not strive to live up to their ideals or
fail to follow through with their developmental
commitments are likely to be seen as less trustworthy
than those who do
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9. Building credibility
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THANK YOU
McGraw-Hill/Irwin