Cadet Training Course PDF

CADET TRAINING COURSE Kwang Yong Wei Area Staff Officer (Cadets) St. John Ambulans Malaysia Kawasan Selangor Tengah Utara  What Is Leadership? Leadership The ability to influence a group towards the achievement of goals. Management Use of authority inherent in a designated formal rank to...

CADET TRAINING COURSE Kwang Yong Wei Area Staff Officer (Cadets) St. John Ambulans Malaysia Kawasan Selangor Tengah Utara  What Is Leadership? Leadership The ability to influence a group towards the achievement of goals. Management Use of authority inherent in a designated formal rank to obtain compliance from organizational members. LEADERSHIP THEORIES TRAIT THEORY BEHAVIOURAL THEORY CONTINGENCY THEORY 1. Trait Theory Trait Theory of Leadership It suggests that effective leaders Leadership Traits: possess certain inherent traits, such as Ambition and energy intelligence and confidence. These traits help individuals emerge as Desire to lead leaders and succeed in leadership Honest and integrity roles. Self-confidence Limitation: Intelligence No universal traits found that High self-monitoring predict leadership in all situations. Unclear evidence of the cause and Job-relevant knowledge effect of relationship of leadership and traits. 2. Behavioral Theory Behavioral Theory of Leadership It suggests that specific behaviors differentiate leaders from non- leaders. Comparison Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught. a. Initiating Structure & Consideration Initiating Structure The extent to which a leader is likely to define and structure his/her role and the roles of their subordinates in the search for goal attainment. Consideration The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings. b. Employee-Oriented Leader & Production-Oriented Leader Employee-Oriented Leader (Relationship-Oriented) Emphasizes interpersonal relationships, takes a personal interest in the needs of employees, and accepts individual differences among team members. Production-Oriented Leader (Task-Oriented) Focuses on the technical or task aspects of the job, concentrates on achieving goals, meeting deadlines, and maintaining task efficiency. 3. Contingency Theories Contingency theories suggest that effective leadership depends on the context, and leaders must be flexible, adapting their approach to meet the needs of their followers and the specific challenges of the situation. Fiedler’s Contingency Model Hersey and Blanchard’s Situation Leadership Theory Leader–Member Exchange Theory The Path-Goal Theory 3. Contingency Theories Fiedler’s Contingency Model 1. Relationship-Orientated. If they rate their coworker highly (above 73), this indicates that they’re a relationship-oriented leader, similar to a servant leader in other models. 2. Task-Orientated. If they rate them less positively (below 54), they’re more likely to favour task-oriented leadership style. 3. Mixture. If they score in the middle (55 to 72), they are a mix of relationship and task- orientated with combination of top-down or bottom-up leadership strategies. a. Fiedler’s Model: Defining the Situation Leader-Member Relations (rated as either “good” or “poor”) The degree of confidence, trust, and respect that subordinates have in their leader. Task Structure (rated as either “high” or “low”) The degree to which job assignments are structured and procedurized. Position Power (rated as either “strong’’ or “weak”) Influence derived from one’s formal position in the organizational structure, including the power to hire, fire, discipline, promote, and increase salary. Findings from Fiedler Model b. Hersey and Blanchard’s Situational Leadership Theory Situational Leadership Theory (SLT) A contingency theory that focuses on followers’ readiness. Follower readiness: ability and willingness Leader: decreasing need for support and supervision Directive “In the past, a leader was a boss. Today’s leaders can no longer lead solely based on positional power.” – Ken Blanchard Leadership Styles and Follower Readiness (Hersey and Blanchard) c. Leader–Member Exchange Theory Leaders create "in-groups" and "out-groups”. Subordinates with "in-group" status will have higher performance ratings, lesser turnover, and greater job satisfaction. People are often categorized into "in-groups" and "out-groups”. c. Leader–Member Exchange Theory In-Group Out-Group Receive more information, influence, Less compatible with the leader. confidence and concern from the Usually just come to work, complete leader. their tasks, and go home. More dependable, highly-involved, and communicative than the out-group. d. The Path-Goal Theory Leadership Styles Autocratic Management Leadership Democratic Management Leadership Laissez Faire Management Leadership Transactional Leadership Transformational Leadership Autocratic Management Style An autocratic manager dictates orders to their staff and makes decisions without any consultation. The leader likes to control the situation. Decision-making is quick. This management style can decrease motivation and increase staff turnover. Democratic or Participative Style A democratic manager delegates authority to their staff, giving them responsibility to complete tasks. Staff perform their tasks using their own methods and complete them on time. Employees are involved in decision-making, which gives them a sense of motivation. Increases job satisfaction by involving employees or team members in the process. Slow decision-making. Laissez-Faire Management Style A laissez-faire manager sets the tasks and gives staff complete freedom to complete them as they see fit. (“Leave it be”) It works well on teams consisting of members who are very experienced and skilled self-starters. There is minimal involvement from the manager. The manager coaches or supplies information if required. Benefits: Staff are developed to take responsibility. Challenges: Staff feel lost and did not meet their goals set within the time frame.  Employee’s Control Leader’s control Autocratic Laissez-Faire Transactional and Transformational Leadership Transactional Leaders Leaders who guide or motivate their followers towards established goals by clarifying roles and task requirements. Transformational Leaders Leaders who provide individualised consideration and intellectual stimulation, and who possess charisma. Characteristics of Transactional Leaders Contingent Reward: Exchange of rewards for effort, promises rewards for good performance, and recognizes accomplishments. Management by Exception: Monitors and searches for deviations from rules and standards, and takes corrective action. Characteristics of Transformational Leaders Idealized Influence: Provides vision and sense of mission, instills pride, and gains respect and trust. Inspiration: Communicates high expectations, uses symbols to focus efforts, and expresses important purposes in simple ways. Intellectual Stimulation: Promotes intelligence, rationality, and careful problem-solving. Individualized Consideration: Gives personal attention, treats each employee individually, coaches, and advises. Leadership Roles & Responsibilities Mintzberg’s Managerial Roles Interpersonal Roles Decision-Making Roles Leader Entrepreneur Liaison Disturbance Handler Figurehead Resource Allocator Negotiator Information Processing Roles Monitor Disseminator Spokesperson Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Leadership Roles & Responsibilities Interpersonal Roles Leader Role Provides guidance, builds motivation, and creates favorable conditions for coordinated efforts. Recruits, trains, directs, praises, criticizes, promotes, and dismisses. Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Leadership Roles & Responsibilities Interpersonal Roles Liaison Role Establishes and maintains a network of relationships with external individuals and groups. Makes new contacts, keeps in touch, does favors, and asks for favors in return. Focuses on building and maintaining relationships and communication. Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Leadership Roles & Responsibilities Interpersonal Roles Figurehead Role Performs symbolic duties of a legal and social nature. Signs documents, presides over special events, and receives official visitors. In this role, the leader doesn't necessarily engage in decision- making or strategic tasks but performs duties that represent the organization's culture, values, and public image. Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Leadership Roles & Responsibilities Information Processing Roles Monitor Role Monitors internal and external forces for problems and opportunities within and outside the organization. Reviews reports and memos, attends meetings and briefings, and conducts observational review. Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Leadership Roles & Responsibilities Information Processing Roles Disseminator Role Informs about special information exclusive to higher-level officers. Interprets and edits information content, then disseminates information to others. Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Leadership Roles & Responsibilities Information Processing Roles Spokesperson Role Transmits up-to-the-minute information to superiors and external persons or groups. Promotes and lobbies on behalf of the organization, acting as a public relations representative. Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Leadership Roles & Responsibilities Decision-Making Roles Entrepreneur Role Identify opportunities for improvement, innovation, and growth, and taking proactive steps to implement changes that benefit the organization. Initiates and designs changes to develop new projects, obtain new methods, or reorganize the structural format. Opportunistic, juggling multiple tasks intermittently with periodic bursts of energy. Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Leadership Roles & Responsibilities Decision-Making Roles Disturbance Handler Role Deals with sudden crises such as interpersonal conflicts, accidents, loss of support, etc. Mediates disagreements, with problem-solving taking priority over all other leadership tasks. Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Leadership Roles & Responsibilities Decision-Making Roles Resource Allocator Role Allocates money, personnel, materials, equipment, facilities, and services. Critical for task management, budget preparation, scheduling, event planning, and group coordination. Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Leadership Roles & Responsibilities Decision-Making Roles Negotiator Role Negotiates contracts or agreements with important partners, suppliers, or consultants. Addresses grievances and issues involving major commitments of resources. Source: G. Yukl, Leadership In Organizations (New Jersey: Pearson Prentice Hall, 2006, p. 29-32) Best of Luck Future Leaders!!!