LEADERSHIP, MOTIVATION
AND SUPERVISORY
DEVELOPMENT SKILLS FOR
MANAGERS
AND SUPERVISORS
LEADERSHIP, MOTIVATION AND
SUPERVISORY DEVELOPMENT
SKILLS
COURSE
OBJECTIVES
COURSE OBJECTIVES
Upon completion of the course, participants would be able to :
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Understand that management in all business and
organisational activites is the act of getting people together
to accomplish desired goals and objectives using available
resources efficiently and effectively. Management is “ the
art of getting things done through people.” (Mary Parker
Follet, 1868-1933).
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State various functions of management comprising
planning, organising, staffing, leading or directing, and
controlling an organisation ( a group of one or more people
or entities) or effort for the purpose of accomplishing a goal.
(Henri Fayol, 1841-1925)
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Explain the meaning of leadership as a process of
influencing a group of people to move towards its goal
setting or goal achievement. (Stogdill,1950)
COURSE OBJECTIVES
Upon completion of the course, participants would be able to :
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Understand four factors of
leadership i.e. leader,
followers, communication, and situation to create
synergistic team effort in an organisation .(Bolma dan
Deal, 1991)
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Define and illustrate issues on relevant leadership styles:
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- bureaucratic leader (Weber, 1905)
- charismatic leader (Weber, 1905)
- autocratic leader (Lewin, Lippitt dan
White,1939)
- democratic leader (Lewin, Lippitt dan White,
1939)
- laissez-faire leader (Lewin, Lippitt dan White,
1939)
COURSE OBJECTIVES
Upon completion of the course, participants would be able to :
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Define and illustrate issues on relevant leadership styles:
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- people-oriented leader (Fiedler, 1967)
- task-oriented leader ( Fiedler, 1967)
- servant leader (Greenleaf, 1977)
- transaction leader (Burns, 1978)
- transformation leader (Burns, 1978)
- environment leadership ( Carmazzi, 2005)
Understand leadership models:
- Bolman dan Deal’s Four Framework Approach
1991), structure, human resource , politic or symbol.
COURSE OBJECTIVES
Upon completion of the course, participants would be able
to :
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Understand leadership models:
-Managerial Grid (Blake and Mouton, 1985) to determine
leadership position either as a country club style, middle
of the road style, produce or perish style, team style or
impoverished style.
-Know principles and importance of emotional intelligence
leadership, emotional quotient (EQ) with emphasis on
affective aspects (supplement to the cognitive aspects,
intelligence quotient, IQ) as the dominant aspects to the
development of an effective team. (Daniel Goleman,
1998). The best leaders grasp emotional competencies, i.e.
self-awareness, social awareness, self-management, and
social skill.
COURSE OBJECTIVES
Upon completion of the course, participants would be
able to :
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Understand Emotional Intelligence Leadership (EQ) aspects
of
coercive,
authoritative,
affiliative,
democratic,
pacesetting and coaching
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Understand Situational Leadership Model which describe
leadership styles in terms of the amount of Task Behaviour
and Relationship Behaviour and categorised into
four
behaviour types i.e. S1, Telling, S2, Selling, S3, Participating,
S4, Delegating.
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Understand basic concept of human motivation in an
organisation by knowing human needs models (Maslow’s
Hierarchy of Needs and Herzberg’s Hygiene and
Motivational Factors
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COURSE OBJECTIVES
Upon completion of the course, participants would be
able to :
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Identify core topics in motivation which includes
inspiration with dreams, setting targets and goals
(SMART goals), persistence, comfort zone, overcoming
fear, desired outcomes as a medium to make decisive
decision.
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Understand in detail on the basic concepts of
Performance Management System (PMS) i.e Balanced
Scorecard, KPI and Competencies (Kaplan dan
Norton, 2000) (Towers Perin, 2003)
COURSE OBJECTIVES
Upon completion of the course, participants would be
able to :
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Understand in detail on the basic concepts of Performance
Management System (PMS) i.e Balanced Scorecard, KPI
and Competencies (Kaplan dan Norton, 2000) (Towers
Perin, 2003)
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Identify three Performance Management Cycles involving
Performance Planning, Performance Review/Assessment
and Performance Reward
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Recognise the main outcome of the PMS in terms of
productivity and performance which forms three categories
of employees in an organisation i.e. high flyers, average
workers and poor performers.
COURSE OBJECTIVES
Upon completion of the course, participants would be
able to :
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Know Mentoring strategies that is the process of
educating and coaching and role model to the high
performers.
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Know Coaching startegies to the avergae perfor,ers so
as to motivate and inspire them to be a peak performer.
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Know Counselling strategies by confronting and solving
problems faced by the poor performers and finding
ways to enhance their performances.
COURSE OUTLINES
DAY ONE
8.30 am-9.00am: Registration of participants
9.00am-10.30am: Briefing from the Organiser,
Orientation and Course Introduction
Major Functions and Roles of Supervisors and
Managers I:
The myth of the supervisor
A New Paradigm of Management
Key Management Functions
The Supervisor’s Role
3 Techniques for Staying on Top
DAY ONE
9.00am-10.30am: Major Functions and Roles of
Supervisors and Managers II :
The Art and Science Management
Skills of the Effective Manager
The Six Challenges Roles of A Manager and
Supervisor
10.30am-11.00am: Tea Break
DAY ONE
11.00 am – 1.00 pm: Developing Leadership Skills I:
Definition of leadership and its Concepts
-Definition
-The supervisor’s role
-Terminology in Leadership Dynamics
-Differences Between A Manager and A Leader
-Understanding The Four (4) Main Leadership Styles
Styles 1-Autocratic
Styles 2-Democratic
Styles 3-Participative
Styles 4-Delegating
DAY ONE
11.00 am – 1.00 pm: Developing Leadership Skills I
Selecting and Applying The Appropriate Leadership Style
to Achieve the Desired Leadership Impact
Leadership Style:
Situational Leadership (Hersey and Blanchard)
Key Characteristics of Transformational Leadership (Burns)
Leadership Self-Assessment Activity
Factors That Influence The Time Taken To Develop A
Subordinates
1.00pm-2.15pm : Lunch Break
DAY ONE
2.15 pm – 5.00 pm: Developing Leadership Skills II
Selecting and applying the appropriate leadership
style to achieve the desired leadership impact
Exercise : Empower others
You The Delegator
Delegating
Leadership Style Appropriate for Various Development
Levels
The Four Leadership Styles:
Supportive Behaviour
What does a style 1,2,3 and 4 leader do?
DAY ONE
2.15 pm – 5.00 pm: Developing Leadership Skills II
Summary of Leadership Styles.
The Five Qualities of A Smart Leader
The Seven Habits of Highly Effective People
LEADERSHIP MODELS
Exercise : Measuring Your EQ.
Exercise: Leadership Matrix Survey -Managerial Grid
Exercise: Attitudes Toward Employees
10 Ways to Cultivate Leadership Skills that Build
Respect.
7 Keys to Effective Supervision.
DAY TWO
9.00 am – 10.30 am: Motivating Subordinates towards
Higher Performance I
What is motivation?
Maslow Hierarchy of Needs Theory
Measuring Your Role Competencies (Mc Clelland Three
Needs Profiling)
Theory X and Y (Mc Gregor)
Motivation Exercise: What Working People Want
Three Elements from Motivation
Seven Rules of Motivation (Captain Bob Webb)
Develop Your Dreams
Setting Your Goals
DAY TWO
11.00am-1.00pm : Effective Performance Management I
The Concept of Performance Management
Performance Management System, PMS Cycle
Introduction to the concept of Balanced Scorecard and
KPI
(Kaplan and Norton)
Step 1: Performance Planning
(What and How component)
The concept of Competencies
Observing Behaviour
Exercise : Recording Evidences
DAY TWO
11.00am-1.00pm : Effective Performance Management
II
Step 2: Performance Review
Coaching and Feedback
Step 3:Performance Rewarding
1.00pm-2.00pm- Lunch Break
DAY TWO
2.00pm-5.00pm : Developing An Excellent Personality of
Employees : Coaching, Counseling and Mentoring I
Adults Learning Model: Pedagogy and Andragogy
Three Types of Learning: cognitive, affective and
psychomotor ( Benjamin Bloom)
Performance Coaching
-Definition (Hahne dan Schultze) (Bittel dan Newstorm) (Schon
-GROW Model
-Exercise : My Coaching Practices
DAY TWO
2.00pm-5.00pm :Developing An Excellent Personality of
Employees : Coaching, Counseling and Mentoring II
Counseling
-The concept and definition
(Rugby) (Asian Institute of Management, Manila) (ITD,
UK)
-The qualities of the leaders to conduct counselling
session
-Counselling Steps
-Exercise: Counselling by confronting employees (Micki
Holliday)
DAY TWO
2.00pm-5.00pm :Developing An Excellent Personality of
Employees : Coaching, Counseling and Mentoring III
Mentoring
The basic concept and definition
(Bozeman and Feeney)
- Needs and target group for mentoring session (Delong and
Vijayaraghavan)
DAY TWO
2.00pm-5.00pm :Developing An Excellent Personality of
Employees : Coaching, Counseling and Mentoring III
Mentoring
-Types of Mentoring(Buell)
- Style, Focus and characteristics of Mentoring ( Harris
and Krogh)
4.30-5.00ptg: Course Evaluation
Course Ends.
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-Lecture
-Group Discussions
-Case Studies
-Simulation and “Role Play”
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Course Methodologies:
Target Group :
-Senior Officers
-Supervisors
-Managers