Management and Leadership Training Seminars
Proven
Leadership Skills The
Leadership Training Institute offers seminars that teach participants
to confidently use proven methods of management leadership
to lead people and help them plan, organize
and control their work assignments. Seminar
participants will also learn to use resources made available to them more
effectively.
On-Site
Seminars: can be tailored to the needs of client
organization and delivered on-site at time and location
of client choice.
Seminar Objectives:
At
the 90-day post-seminar assessment, participants will
have:
- Demonstrated
(on the job) an understanding that the intuitive style
of leadership (self-centered, directive) will only
work in special circumstances and will have made noticeable
improvement in working themselves toward a management
leadership style (participatory, empowering)
- Spent
more time "leading and managing" and less
time "doing"
- Used
the action planning process to plan and implement
at least one important initiative that has a positive
impact on business results
- Used
the decision-making technique on the job to arrive
at sound decisions that have or will have a positive
impact on business results
- Demonstrated
greater ability to function in teamwork situations
- Developed
and successfully used a system of control by exception
For
more information and pricing, please
complete
this form
Situational Leadership Seminar: Situational Leadership Explained!
Lewin often characterized organizational management styles and cultures in terms of leadership climates defined by Directing, Democratic and Laissez Faire work environments.
At the centre for leadership and management we believe that there is no one right style of leadership. There is the right type of leadership for the appropriate situation, hence situational leadership.
Situation 1:
You have a new team member who has little or no previous experience in the role.
Arguably you could say that they would benefit from a directing style of Leadership because they do not have the relevant knowledge or skills to work without supervision. This would enable you to work closely with the employee and enable you to monitor them through the process to completion of the work.
A laissez faire approach would not be appropriate as they would feel that they had been left to their own devices with no direction. A democratic approach would not be appropriate at this stage as the employee would not be able to engage in constructive consultation and therefore would be unable to find solutions.
Situation 2:
The team is fairly experienced and new targets have been set by the organization as previous ones had been met with input from the whole team. However, the new targets are more difficult to meet as they create a bigger challenge.
In this situation a democratic style would be appropriate. The team are established and experienced and have worked to targets previously. Their input into how to meet the new targets could be invaluable.
A Directing approach would have a negative effect as the team would not have had any consultation regarding something they had previously successfully worked towards. A laissez faire style would not be suitable as the team are now facing a sterner test and will need a more hands on approach from their leader.
Situation 3:
As a leader you have inherited an established and highly experienced team of technical support workers and you are now responsible for the day to day running of that team. There is a good chance that in their areas of expertise they are likely to be more knowledgeable than you.
As the team are highly experienced there is no need to use either a directing or democratic approach. The team know their job very well and any other type of approach may have a negative effect.
Source: Damien Wright
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