Dimensions Of leadership by Bakudan


									Dimensions of Leadership:
  Effective Leadership
By the end of this session, you should be able
1) Describe leadership values
2) Illustrate leadership practices
3) Discuss how leaders learn to lead
           Leadership values
   “A fish starts rotting from the head” (Saying from parts
   of Uganda).
A leader needs to portray certain values if he /
    she is to command the respect of the
    followers. These are:
1) Integrity
2) Respect for others
3) Commitment to learning
4) Healthy risk - taking
  Leadership values - Integrity
• The Latin root of integrity is similar to that
  of integer, meaning whole number.
• There is the inner sense of “wholeness”
  deriving from honesty and consistent
• Good leaders strive to make their words and
  actions march their values and aspirations
• Leaders losing integrity – any examples?
   Leadership values: respect
• Leaders who have respect others nurtures
  existing relationships and create new ones.
• It is to show respect for others’ opinions,
  feelings, practices, values and needs etc.
• Leaders eat with others, dress like them,
  dance with them, behave like them.
• Example of leaders putting on the dress of
  others like Presidents.
 Leadership values: Commitment
           to learning
• It is a process that depends on experience and
  leads to long-term changes in behaviour potential
• A leader needs to be alert for new opportunities
  and possible obstacles. Constantly seek new
  knowledge and information.
• Example: Intelligence services and research
  bureaus of leaders.
  Leadership value: Healthy risk
• This is the willingness to make mistakes,
  advocate unconventional or unpopular
  positions or tackle extremely challenging
  problems without obvious solutions, such
  that one’s personal growth, integrity, or
  accomplishments are enhanced.
• Example: independence leaders etc.
       Leadership practices
Effective leaders wherever they are perform
   four essential leadership functions:
1) Scanning
2) Focussing
3) Aligning and mobilising
4) Inspiring
 Leadership practice: scanning
• A leader scans the organization & external
  environment to understand patterns and
• Figure out current and future effects of new
• Scan sources of information on client needs,
  expectations, local and international social
  and political conditions
• Example: Radars, intelligence etc.
 Leadership practice: Focusing
• You focus on an organizational response
  otherwise you waste time and resources
• You focus on strategic challenges, a vision
  for the future, strategic objectives and goals
  for work
• The way in which their work contributes to
  the goals of the organization
Example; How do politicians impress on the
  electorate that their votes are needed?
Leadership practice: aligning and
• External and internal challenges may detract the
  members from the objective; a leader aligns by
  keeping members aligned on the organizations
  strategic direction.
- Motivate individuals
- Recognize and reward good performance
- Mobilize resources through internal allies and
  external partners
• Example: Guerilla war leaders keep people for
Non-aligned organization

             Intended direction
Aligned organization

           Intended direction
Leadership practice: Inspiring
• To inspire, you “walk the talk”.
• Leaders inspire the followers through their
  ethics, behaviour and values
• Challenge others to take responsibility,
  develop their talents and think creatively.
• Invest in staff development and learning so
  as to be skilled in leading throughout their
  Example: Leaders in companies, or non-
  leaders…(no succession)
           Learning to lead
• People develop leadership abilities when:
- They face difficult challenges and mobilize
  others to face them
- Receive feedback about their performance
  form the environment and from others
- Receive support enabling them to grow and
       Learning to lead: Facing
• Challenges could be like declining donor funds,
  opposition form within or without, handling
  personal crises.
• You need to take chances, take decision and face
  criticism, this is for opportunity oriented people
• If conditions improve, gain confidence, if they go
  wrong, learn from them
• Challenges can be retrogressive when people are
  danger oriented
       Learning to lead: Receive
• You need to know whether your response
  was successful or not. Evaluate outcomes
  using data. Listen to feedback from your
  network and staff.
• Take personal responsibility. Avoid:
  1) victim attitude: Why did you not remind me?
  2) being a blamer: So and so brought this problem
  3) living in the past: If only I had taken this course
        Not taking responsibility
Blames others
“It is your fault”

                     No Control
                     My life would
                     be better if ….

                                       Feels victim
                                         “If only that
                                       did not happen”

                                                         Gives up
                                                         will work”
Learning to lead: Gain support
• A leader needs support from within and
  outside the organization; commitment
  from the followers
• Such support is important at the beginning
  of new efforts and when situations become
• Formal meetings, informal meetings and
  meetings over lunch are occasions for
  cementing relationships.
• Example: prayer breakfasts in parliament
Creating commitment
                 Sense of


  Confidence                  Sense of
 in leadership               enthusiasm
      Characteristics of highly
       committed employees
1) Care about corporate goals ands objectives
2) Are eager to offer creative ideas
3) Are less likely to quit jobs: turn over and
   absenteeism is very low
4) Are happy in their world: love their jobs
• Fill the form and evaluate your
  leadership practices!

 “If you look to lead, invest at least 40% of your
 time managing yourself – your ethics, character,
 principles, purpose, motivation, and conduct”
 (Waldrop M. Mitchel, Dee Hock on Management, Fast
 Company, October 1996, p.79)
D’Souza AA, Leaders for Today, Hope for
 Tomorrow,, Paulines Publications Africa,
 Kolbe Press, Limuru, 2004
Miller Janice (Ed) Developing Managers who
 lead, The Manager, 2001: 10, 3.
•   CDC Atlanta
•   SMDP Atlanta
•   FELTP Kenya
•   MUIPH Kampala
•   Participants
•   Colleagues

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