Management and Leadership Training Workshops
Proven
Leadership Skills The
Leadership Training Institute offers workshops that teach participants
to confidently use proven methods of management leadership
to lead people and help them plan, organize
and control their work assignments. Workshop
participants will also learn to use resources made available to them more
effectively.
On-Site
Workshops: can be tailored to the needs of client
organization and delivered on-site at time and location
of client choice.
Workshop Objectives:
At
the 90-day post-workshop 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 on our leadership
workshops, please complete
this form
Leadership Workshop: Learn Approaches to Leadership With A Leadership Workshop
In this article we take a look at some well known approaches to Leadership and consider their pros and cons.
The Qualities Approach
One approach to Leadership is the qualities approach, which assumes that leaders are born with inherent qualities or traits that qualify them to lead. For example, qualities like courage, intelligence, initiative and integrity.
A snag in this approach is that we can recall some very effective leaders who obviously lacked some of the more widely accepted qualities. Did Hitler have integrity? Did Churchill have tact? Again, we are all aware of individuals who apparently have many desirable qualities, yet are quite incapable of leading anyone.
Is something else required?
If we want to train leaders, can qualities like "courage" or "sense of humor" or "integrity" is developed, or does it mean that some people are leaders and some are not - and that state can never be changed?
There is a suggestion in the qualities approach that leadership is a matter of being rather than doing. Which is more important, what a leader "is" or what a leader "does"?
The qualities approach does not give an adequate explanation of leadership, though there must be an element of truth in the approach. Probably the people with certain qualities have a starting point for leadership, provided that they recognize their assets and use them. Personal qualities could be the basis for selecting those who are trained as leaders.
The Situational Approach
Another view is the situational approach to leadership. This suggests that the technical skill required to deal with the situation would decide who would be the leader. However this theory too has problems. We all know experts with high technical skill who are incapable of leading anyone. Is something more than technical skill needed?
The situational approach does not give the complete answer to leadership. However, it also contains some truth. Just as the qualities approach suggests that the possession of some qualities helps towards leadership if they are recognized and used, it is also true that the person who has skill and knowledge relevant to the group's task will make a better leader.
The Functional Approach
The previous broad generalizations about leadership may help in selecting and appointing leaders, however leadership is a complex process dealing with complex situations and complex human beings. The leader has many different roles to play and therefore it is not enough to consider leadership in isolation.
The functional leader has to be a visionary, a planner and a policy maker. He or she has to be an expert in controlling and influencing the people in the group and be responsible for rewards and punishments. The team leader has to live the values as a symbol of the group, and be a target for frustration and disappointment in the case of disillusionment.
It should be emphasized that leadership can only apply to groups that need to take action and does not apply to groups of people who are assembled for passive purposes. The rest of this module goes on to explore a very functional, action centered, team leadership approach, based on research carried out both in industry and the armed forces.
Source: Heather Buckley
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