Leadership SLAS

1. Developing leadership skills
Kumari Jayasekara
S/L/A/S-special grade
Additional Director General/SLIDA
BSc (Bio), PDM,MPA (Sri Jaya),
MBA (Victoria University, Australia)

2. The management Process.
• Management is a Process ( Systematic way of doing
things) which including four functions
•
• 1. planning,
2- organizing,
3- leading
4- controlling,
available
organizational
resources
organizational goals
The functions of organization members of using available organizational resources
to reach stated organizational goals.

3. Managerial Skills

4. Henry Mintzberg's Management Roles

5. Be a leader not a boss
• Leader Vs. Boss
• Leader = Boss

9. Traits of a Good Leader?

10. Traits of a Good Leader
Compiled by the Santa Clara University and the Tom Peters Group
 Honest — Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust.
 Competent — Base your actions on reason and moral principles. Do not make decisions based on childlike
emotional desires or feelings.
 Forward-looking — Set goals and have a vision of the future. The vision must be owned throughout the
organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming
from their basic values.
 Inspiring — Display confidence in all that you do. By showing endurance in mental, physical, and spiritual
stamina, you will inspire others to reach for new heights. Take charge when necessary.
 Intelligent — Read, study, and seek challenging assignments.
 Fair-minded — Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being
sensitive to the feelings, values, interests, and well-being of others.
 Broad-minded — Seek out diversity.
 Courageous — Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable
obstacles. Display a confident calmness when under stress.
 Straightforward — Use sound judgment to make a good decisions at the right time.
 Imaginative — Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by
thinking of new and better goals, ideas, and solutions to problems. Be innovative!

13. Ohio State University initiated task behavior and relationship
behavior of a leader.

15. Definition of Managerial Leadership
• Managerial Leadership;
• We will define
Managerial Leadership as
the process of directing
and influencing the task-
related activities of group
members.

16. Charismatic Leadership
• Assumptions
• Charm and grace are all that is needed to create followers.
• Self-belief is a fundamental need of leaders.
• People follow others that they personally admire.
• Style
• The Charismatic Leader gathers followers through dint of personality and charm, rather than any
form of external power or authority.
• The searchlight of attention
• It is interesting to watch a Charismatic Leader 'working the room' as they move from person to
person. They pay much attention to the person they are talking to at any one moment, making that
person feel like they are, for that time, the most important person in the world.
• Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and
are good at picking up the moods and concerns of both individuals and larger audiences. They
then will hone their actions and words to suit the situation.

17. Transformational leadership
introduced by James V. Downton
• Transformational leaders fit well in leading and working
with complex work groups and organizations, where
beyond seeking an inspirational leader to help guide them
through an uncertain environment, followers are also
challenged and feel empowered; this nurtures them into
becoming loyal, high performers.
• Transformational leaders are described to hold positive
expectations for followers, believing that they can do their
best. As a result, they inspire, empower, and stimulate
followers to exceed normal levels of performance.

18. 4 components to transformational
leadership, the 4 I's:
• Idealized Influence (II) - the leader serves as an ideal role model for
followers; the leader "walks the talk," and is admired for this.
• Inspirational Motivation (IM) - Transformational leaders have the
ability to inspire and motivate followers. Combined these first two I's are
what constitute the transformational leader's charisma.
• Individualized Consideration (IC) - Transformational leaders
demonstrate genuine concern for the needs and feelings of followers.
This personal attention to each follower is a key element in bringing out
their very best efforts.
• Intellectual Stimulation (IS) - the leader challenges followers to be
innovative and creative. A common misunderstanding is that
transformational leaders are "soft," but the truth is that they constantly
challenge followers to higher levels of performance.