Workshop 1 PD & 2016 for its learninleaderhsp g
- 1. Induction day - Personal and Professional development Diploma in Management NVQ Workshop 1 3rd March 2016
- 2. How people learn? • Everyone has a learning preference • Your team members learning style may not be the same as yours !! • Knowing how you learn will help you use your time wisely. • Personal and work skills development is ongoing. • Your responsibility… • …… but its ok to ask for help.
- 4. Honey and Mumford Styles Style Attribute Activities Activist Activists are those people who learn by doing. Activists need to get their hands dirty, to dive in with both feet first. Have an open-minded approach to learning, involving themselves fully and without bias in new experiences. Brainstorming, problem solving, group discussion, puzzles, competitions, role-play Reflector These people learn by observing and thinking about what happened. They may avoid leaping in and prefer to watch from the sidelines. Prefer to view experiences from a number of different perspectives, collecting data and taking the time to work towards an appropriate conclusion. Paired discussions, self analysis questionnaires, personality questionnaires, time out, observing activities, feedback from others, coaching Theorist These learners like to understand the theory behind the actions. They need models, concepts and facts in order to engage in the learning process. Prefer to analyse and synthesise, drawing new information into a systematic and logical ‘theory’. Models, statistics, stories, quotes, background information, applying theories Pragmatist These people need to be able to see how to put the learning into practice in the real world. Abstract concepts and games are of limited use unless they can see a way to put the ideas into action in their lives. Experimenters, trying out new ideas, theories and techniques to see if they work. Time to think about how to apply learning in reality, case studies problem solving, discussion
- 6. Your development plan should be… • Based on feedback • SMART – see handout • Based on a critical assessment of your own knowledge, skills, personal attributes and behaviour and their effect on your managerial ability • Linked to your development needs and priorities • Easy to read and understand – see development plan handout
- 7. Management and Leadership – what is the difference?
- 8. Management v Leadership Think about what you do….. • Each day • Each week • Each month • Maybe once a year
- 9. What is Leadership? The capacity to establish direction, to influence and align others towards a common aim, to motivate and commit others to action, and to encourage them to feel responsible for their performance CMI Checklist 041 October 2008
- 10. What is Management? Management is about the day-to-day running of a function and getting the right people in the right place, with a focus upon implementation. CMI Checklist 041 October 2008
- 11. Management Leadership Spectrum Management: makes systems of people and technology work well day after day, week after week, year after year o Planning & budgeting o Organising and staffing o Controlling & problem solving o Taking complex systems of people and technology and making them run efficiently and effectively, hour after hour, day after day Leadership: creates the systems that managers manage and changes them in fundamental ways to take advantage of opportunities and to avoid hazards o Creating vision & strategy o Communicating & Setting direction o Motivating action o Aligning people o Creating systems that managers can manage and transforming them when needed to allow for growth, evolution, opportunities and hazard avoidance Kotter
- 12. Overview of management theories- 1. Trait theories…… • What type of person makes a good leader • Great leaders share a number of common personality characteristics or "traits." • Leadership an innate, instinctive quality • Identified qualities that managers use e.g. integrity, empathy, assertiveness and decision making. • External behaviours are a result in what we think e.g beliefs and values about the world and ourselves • You’ve got it or you haven’t !!
- 13. 2. Behavioural - What Does a Good Leader Do? • Focus on how leaders behave • Do leaders dictate what needs to be done and expect cooperation? Or do they involve their teams in decision-making to encourage acceptance and support? • Kurt Lewin - Three types - Autocratic. - Democratic - Laissez-faire
- 14. 3. Contingency Theories – How Does the situation influence great Leadership? • Which leadership style is best in which circumstance. • People or task oriented ? • Fiedler's Contingency Model. • Hersey Blanchard – Situational leadership
- 15. Key Responsibilities of the Leadership Role • Taking responsibility • Contributing to the overall vision and goal • Setting and providing guidance on values • Setting direction for significant programmes or projects • Stimulating innovation and enterprise • Anticipating, planning and leading change • Protecting the team and its members • Overcoming obstacles • Delegating • Setting objectives for teams and individuals • Communicating and motivating • Supporting and developing programmes, projects, teams and individuals • Modelling appropriate behaviour • Representing the team and feeding back its experiences and views
- 16. Henry Mintzberg The 10 Roles of Management INTERPERSONAL Figurehead Leader Liaison INFORMATIONAL Monitor Disseminator Spokesperson DECISIONAL Entrepreneur Disturbance handler Resource allocator Negotiator
- 17. Your Own Leadership Style Activity • Management and Leadership Styles Questionnaire • Any thoughts ……?? • Useful for your action planning ?
- 18. Leadership Styles in a Nutshell – Goleman and Boyatzis• Visionary • Coaching • Affiliative • Democratic • Pace-setting • Commanding
- 19. Leadership Models • Situational Leadership • Blanchard & Hersey • Transformational Leadership • Bass & Avolio • Leadership Continuum • Tannenbaum & Schmidt • Action Centred Leadership • John Adair
- 20. Adair’s Action Centred Leadership Model Task Individual Group / Team
- 21. Hersey Blanchard
- 22. Blanchard & Hersey Situational Leadership SUPPORTING PARTICIPATING for HIGH COMPETENCE + VARIABLE COMMITTMENT COACHING SELLING IDEAS for SOME COMPETENCE + VARIABLE COMMITTMENT DELEGATING for HIGH COMPETENCE + HIGH COMMITTMENT DIRECTING TELLING EXPERTISE for LOW COMPETENCE + HIGH COMMITTMENT S U P P O R T I V E D I R E C T I V E
- 23. DIRECTIVE/ TELLER Using your technical expertise SELLING AND COACHING Ideas and solutions SUPPORTIVE AND PARTICIPATIVE Tapping into peoples creativity DELEGATING/ JOINT PROBLEM SOLVING Allowing team to devise own ideas Situational Leadership
- 24. Leadership - Continuum of Behaviour Tannenbaum & Schmidt
- 25. Group Activity – Leadership in your organisation • Review the prevailing leadership styles in your organisation, how do these relate to one of the models discussed? • How effective are the prevailing leadership styles? • What objective evidence is available to help you make a judgement on their effectiveness? •
- 26. Relevant Units Level 3 • M&L 9 • M&L 15 Level 5 M&L 26 M&L 28
- 27. Next session – 14th April • By the time we meet you will have had contact from your allocated assessor to arrange a first meeting. • They will have a 121 meeting to find out a little more about you and discuss in more detail the units you are thinking of opting for • Workshop will cover team building , motivation and communication skills