Leadership and empowerment , delegation skill

3. Planning:
Is a process includes defining goals, establishing strategy, and developing plans
to coordinate activities.

4. Organizing:
Is a process that determines what tasks are to be done, who
needs to do them, how the tasks are to be grouped, who
reports to whom and where decisions are to be made.

5. Leading:
Is a function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolving
conflicts.

6. Controlling:
Is a function that monitors activities to ensure that they are being
accomplished as planned and correct any significant deviations.

8. Intrapersonal Roles
Figurehead-represents the company insocial or civic functions.
Leader-motivates and directs employees; act as role
model and mentor.
Liaison-maintains a wide network ofoutside contacts for
possible information/ favors when the needs arises.

9. Informational Roles
Monitor- receives and screen information inside and outside
the organization.
Disseminator-transmit, sends and transfers information
received from outside contact to members of the organization.
Spokesperson-transmit information to outsiders on organization
plans, policies, procedures and results.

10. DecisionalRoles
Entrepreneur- look for opportunities in and out of the
organization, initiates projectsfor improvements.
ResourceAllocator- approves organizational decisions on
purchases, sources of supplies and raw materials.
Negotiator- represents the organization major businessdeals
and negotiation.

11. Managerial Activities
TraditionalM anagement
Includesdecision making,planning,budgeting and controlling.
Communication:
includes exchanging routine information and processing paper works.
Human resource management:
includes motivating, disciplining,managing conflicts, staffing and training.
Networking :
includes socializing, politicking and interacting with outsiders.

13. Management Skills

14. Leadership

15. Linker's Job-centered &Employee-centered Leadership
Job-centeredapproach
uses legitimate power and force to influence employee behavior.
Employee-centered approach
uses a more liberal leadership style by creating a more supportive work
environment.
Lewin’s leadership Styles
Autocratic leadership
uses strong, direct, & controlling actions to enforce rules & regulations.
Democratic leadership
takes collaborative, reciprocal & cooperative actions of followers.
Laissez-faire
means that the leader does not want to take his responsibility as leader.

16. Structure&Consideration
Structure : includes establishing well-defined patterns of job assignments &
channels of communication.
Consideration : involves a more approachable leadership style such as
building mutual trust, warmth & rapport with subordinates.
Fiedler’sContingency LeadershipModel
Assumes that group performance can only be achieved through the interaction
between leadership style and situational favorableness or compatibility.
Path Goal Model : asserts that leaders can be effective by influencing their
subordinates through motivation, performance ability & satisfaction.
Directive Leader: informs his expectations to his subordinates.
•Supportive Leader treatshis subordinates equally.
•Participative Leader gets the suggestions of his followers before reaching a decision.
•Achievement-oriented Leader seeks challenging goal, provides training & sets high
expectations for his followers.

17. Situational LeadershipTheory:
asserts that the leaders’ ability to determine follower’s maturity & adapt the
most appropriate leadership style.
Telling leader : informs followers what, where, how & when to do the tasks.
Vroom-Jago LeadershipModel:
assumes that no single leadership style is appropriate for a particular situation.
Autocratic - where the leader makes the decision by himself without getting
inputs from his subordinates.
Consultative -where the followers have some inputs but the leader still makes
the final decision.
Group -where the entire group makes the decision with the leader as just an
ordinary group member
Delegated - where the leader authorizes the group to make the decision.

18. Attribution Theory
views the leader as the information processor. The leader classifies the causes of follower’s behavior
as one of the following: person, entity, and context.
CharismaticLeadership asserts the emergence of leaders with exceptional qualities,
a charisma that motivates employees to achieve outstanding performance.
Transactional Leadership emphasizes that leaders help followers to identify what must be
accomplished to get the desired results.
Transformational Leadership
where the leaders help followers to achieve long-term rather that short-term self-interest & forself-
actualization rather than for security.
Coaching is an everyday transaction between a leader and a follower. A manager helps a subordinate
to improve his performance.
P-oriented &M-oriented Leadership Style
P-oriented leadership : encourages a fast work pace and emphasizes good quality & high accuracy.
M-oriented leadership is sensitive to employee’s feelings.
Douglas McGregor's Theory :TheoryX and TheoryY
Theory X supportsthe authoritarian management style.
Theory Yencourages the participative management.

19. Management and leadership

20. Empowerment
Is defined as a process of enhancing feelings of self-efficacy among
organizational members through the identification of conditions that foster
powerlessness & through their removal by both formal organizational
practices & informal techniques of providing efficacy information.
StagesintheEmpowerment Process
 Remove conditions/hindrances for empowerment
 Enhance conditions for empowerment
 Perception of employees on the empowerment process.
 Performance is improved

21. ImpressionManagement
Is defined as the process by which individuals attempt to control the
impression. People who are concerned with impression management are the high
monitors. They are good at reading situations & molding their appearance to fit each
situations. Low self-monitors tend to present their self-images according to their
personalities.
ImpressionManagement Techniques
Conformity- agreeing to the opinions of others to gain their approval.
Excuse -giving excuses or alibis on the present decision on order to minimize the
severity of the alternative not chosen.
Apologies- admitting accountability for a mistake & immediate giving an apology.
Self-promotion- downplaying weaknesses, emphasizing strengths, and highlighting
one’s best qualities by comparing achievements with someone else’s.
Flattery-Giving compliments to others in an attempt to be more likable & pleasing to
others.
Association-enhancing or protecting one’s image and providing information that will
highlight one’s association with someone, who has some influence on the situation.

23. Approaches to decisionmaking
 Inquiry. It is a very open process that generates multiple alternatives.
It also fosters exchange of ideas and produces a well-tested
solution.
 Advocacy. It involves participants who are passionate about their preferred
solutions. They stand firm in the face of disagreement.
Typesof Decision
 Programmed: There is adefinite procedure for handling decisions.
 Non-programmed: This is unstructured with no established
procedure for handling decisions.
Group vs.Individual Decision Making
 Groups can better establishgoals and objectives than individuals.
 Individuals efforts are required in identifying alternative courses of action as
compared to groups.The latter can evaluate alternative solutions better because of a
collective judgments.
 Groups can take more risks than individuals in the selection of the best
alternative.

24. CreativityTools
Brainstorming is used to generate ideas.
Delphi Techniqueinvolves gathering and comparing unknown solutions to a problem
through a questionnaire. Thisis sent to participants through mail and analysts evaluate
their responses.
Nominal Group Techniquewherein each participants is asked to write on a sheet of
paper then presents to the group in a round-robbin fashion.
ThreeC’sin the Decision Making
Conflict
Cognitive conflict - involves disagreements over ideas and assumptions and differing
views on the best way to proceed.
Affective conflict-involves personal friction, rivalries & clashes in personalities.
Consideration- is where the leader who should still decide but the participants should
also believe that their views were considered and they were given the opportunity to
express themselves & influence the final decision.
Closure- where leadersshould avoid deciding too early or deciding too late.

25. Modelsof DecisionMaking
1.RationalModel(Simon,1957) Assumptions:
a)The outcome will becompletely rational
b)The decision maker has aconsistent system of preferences where the best alternative will be drawn
c)The decision maker is aware ofall the possible alternatives
d) The decision maker can predict the probability of success for each alternative.
2. Bounded Rationality Model
a) Managers select the first alternative that is satisfactory
b) Managers recognize that their conception of the world is simple
c) Managers are comfortable in making decisions without determining all the
alternatives
d) Managers make decisions by rules

26. Delegation Skill
APrimer for Managers to practiceDelegation successfully

27. Objectives
Bythe end of this session you will be able to:
Appreciate the importance of delegating to others as
a way to offload work and get more done in your busy
life.
Face your fear of delegation and learn to think
positively of delegating tasks to others.
Adopt an appropriate strategy to delegate the right
task to the right people at the right time and in the
right way.
Use a systematic step-by-step approach to brief
people on what you want to delegate tothem.

28. WhatisDelegation?
Delegation is the assignment of responsibility to another person for the
purpose of carrying out specific job-related activities. Delegation is a shift of
decision- making authority from one organizational level to another.
Benefitsof Delegation
Manager / Supervisor Benefits
Reduced stress
Improved time management
Increased trust
Employee Benefits
Professional knowledge and skilldevelopment
Elevated self-esteem and confidence
Sense of achievement
Organizational Benefits
Increased teamwork
Increased productivity and efficiency

29. WhyNot?
…its too hard!
…it takes too much time!
…nobody can do it as good
as I can
…nobody else has any
time either……

31. KnowingWhentoDelegate
Delegating can be especially helpful in the following situations:
When the task offers valuable training to an employee
When an employee has more knowledge or experience related to the task than you
When the task is recurring and all employees should be prepared or trained
When the task is of low priority and you have high priority tasks that require
your immediate attention
ToWhomShouldYouDelegate?
When deciding who to select for the task, you must consider:
The current work load of theemployee
The employee’s strengths and weaknesses
The training and experience levels of theemployee

32. Activity–6LevelsofDelegation

33. Activity–IdentifyyourstyleofDelegation

34. StepsinDelegation
I – Introduce thetask
D- Demonstrate clearly what needs to be
done
E - Ensure understanding
A - Allocate authority, information and
resources
L - Let go
S - Support and Monitor

35. IntroducetheTask
Determine the task to be delegated
Determine the tasks to retain
Select the delegate
IntroducetheTask
Determine the taskto bedelegated
Determine the tasksto retain
Select the delegate
Those tasks you
completed prior to
assuming new role
Those tasks your
delegates have more
experience with
Routine activities
Those things not inyour core
competency

36. IntroducetheTask
Determine the taskto
be delegated
Determine thetasks to
retain
Select the delegate
Supervision of the
subordinates
Long-term planning
Tasks only you can do
Assurance of program
compliance
Dismissal of
volunteers/members/par
ents, etc.

37. IntroducetheTask
Determine the task
to be delegated
Determine the tasks
to retain
Select thedelegate
Look at the
individual
strengths/weaknes
ses
Determine the areas
of interest
Determine the need
for development of
the delegate

38. IntroducetheTask
Use What-Why
Statements:
I want you to do…..
Because you……

39. What-WhyStatements
In your groups, brainstorm 5 tasks you are currently
doing that could be delegated.
Determine who would serve as your best delegate
for each of the tasks.
Compose what – why statements foreach of the 5
tasks brainstormed.

40. DemonstrateClearly
Show examples of
previous work
Explain objectives
Discuss timelines, set
deadlines

41. EnsuringUnderstanding
Clear communication
Ask for clarification
Secure commitment
Don’t say no to them
Collaboratively determine
methods forfollow-up

42. Allocate…
authority,information,resources
Grant authority to determine process, not
desired outcomes
Provide access to all information sources
Refer delegate to contact persons or
specific resources that have assisted
previously
Provide appropriate training to ensure
success

43. Letgo…
Communicate delegate’s
authority
Step back, let them work
Use constrained access
Don’t allow for reverse delegation

44. SupportandMonitor
Schedule follow-up meetings
Review progress
Assist, when requested
Avoid interference
Publicly praise progress and
completion
Encourage problem solving

45. In your group, select one task from your
previous group work. Determine 5
techniques that would be effective for
supporting/monitoring the progress of a
delegate.

46. Activity–WhydoManagers….?
24

47. DelegationStressors
Loss of control?
If you train your subordinates to
apply the same criteria as you would
yourself, then they will be exercising
your control on yourbehalf.

48. DelegationStressors
Too much time spent on explaining the tasks
The amount of time spent up front is, in fact, great. But, continued use of
delegation may free you up to complete more complex tasks and/or gain
you some time foryourself.

49. DelegationStressors
Compromising your own value
By successfully utilizing appropriate delegation, your value to the
group/organization will grow at a greater rate as you will have more time to do
more things…….

50. DelegationObstacles
Lack of support
Managers and employees must be fully supportive of the
delegation efforts in order to be successful
Failure to plan
Taking the time to follow the steps for delegation can avoid
any pitfalls that might otherwise be overlooked
Lack of communication
Communicating the plan in a clear and precise manner
prevents errors caused bymiscommunication

51. DelegationObstacles(cont’d.)
Fear of relinquishing control
Management may be resistant to delegating at first, but
delegation can build trust and morale among managers and
employees
Micromanagement
Micromanagement prevents employees from completing
their assigned tasks and defeats the purpose of delegation

52. SignsofMicromanagement
Micromanaging occurs when a manager assigns a task
to an employee, but prevents the employee from
successfully completing the task on his/her own
Micromanagers usually:
Resist delegating
Prevent employees from making decisions
Revoke tasks after they have beenassigned
Avoid letting employees work independently

53. Howto AvoidMicromanagement
Clearly define the roles andresponsibilities of
managers and employees
Create a written plan andtimeline
Include scheduled meetings and evaluations rather
than frequent ‘check ins’ that can be viewed as
micromanaging
Allow employees and managers to openly
communicate any concerns or questions they may
have

54. PracticeMakesPerfect
It gets easier the more you do it
You become more familiar with yourdelegates
Flow-through task delegation

55. Activity–CompleteDelegationExercise
33

56. Consequencesof poordelegating
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry
on
Group morale becomes low and people become frustrated
and feel powerless
The skills and knowledge of the group/organization are
concentrated in a fewpeople
New members don’t find any ways to contribute to the
work of the group.

57. And,finally…..
“The secret of success is not in doing your own work
but in recognizing the right [person] to do it.”
~Andrew Carnegie