Leadership ability

 

Introduction

• This course examines the importance of an effective performance management system in helping organizations define and achieve short and long term goals. It explains and reinforces the concept that performance management is not a one-time supervisory event, but an ongoing process of planning, facilitating, assessing, and improving individual and organizational performance. In addition, the course emphasizes the importance of measuring the effectiveness of human resource activities that are designed to enhance individual and organizational performance.

Course objectives

Upon completion of the training program, the participants should be able to:

• Gear SMART organizational goals with individual goals and roles.
• Recognize the process of establishing, clarifying and agreeing on the supervisory qualities, skills and roles.
• Demonstrate a profound understanding of the mission of a supervisor as a change agent.
• Apply the concepts of effective communications.
• Utilize individual skills and abilities of each of the team members.
• Develop motivation systems and incentive techniques based on individual performance.
• Practice handling grievances and counseling marginal performers.
• Develop their leadership skills to influence staff attitude and behavior.
• Deal effectively with stressful situations and conditions as they arise.
• Understand and apply the concept, principles, process and techniques of performance management.
• Have established their own leadership tendencies and chosen and practiced an appropriate leadership style for the type of team they lead.
• Apply the process and effective delegation techniques delegation.
• Apply empowerment and motivation techniques.
• Develop a tool kit of problem solving and decision making skills tailored-made to different situations.
• Apply proactive management styles.
• Create team spirit among his staff and a hygienic work environment.

Course duration

• 4 days

Course Outlines

Day (1)

I- Ice breaking

II- Needs and expectations of participants

III- Being an up-to-date Supervisor

• The roles of an effective supervisor
• The qualities, abilities and skills of a supervisor
• Working through people and “the People Factor”
• “Operational” versus “Supervisory”: means and ends
• Personal discipline

 

IV- Organizational change

• Proactive management styles
• Planning for change process.
• Communicating the concept of Organizational Reengineering.
• Proactive change management with decision makers and takers.
• Integrated model of organizational change.

 

V – Strategic Planning & organizational plans

• The concept of planning.
• Types of plans versus types of goals.
• Stages of planning.
• How to formulate organizational & unit plans.
• The planning checklist.

 

VI- Practical exercises on setting a unit plan

Day (2)

I- Effective contemporary leadership

• Individual beliefs, attitudes and behavior.
• Power and ability to influence attitude and behavior.
• Leadership styles and approaches.
• Leadership skills
• Contingency approach in leadership.

II- Managing Performance.

• Personal performance
• Performance parameters and criteria.
• Measuring performance techniques.
• Performance reports.
• Appraisal interviews.

III- Managing a Team

• Converting groups into teams.
• Team roles and structure.
• Types of teams.
• Effective communication approaches and networks.
• Effectiveness and efficiency of teams.

 

IV- Applications on performance parameters and reports

Day (3)

Delegation

• Career planning, replacement chart and staff empowerment.
• Career replacement strategy
• Job analysis and individual job descriptions based on team roles.
• Purposes and principles of delegation.
• How to qualify a team member to take over?

II- Motivation and incentive schemes

• Incentive schemes.
• Linking incentive schemes to individual performance.
• Employees empowerment
• Design stimulating jobs, which inspire interest & commitment in your staff
• Apply the theory to real life case studies.
• Develop an action plan to implement in your workplace.

III- Applications on delegation based on a job description

 

Day (4)

Decision Making and Problem solving

• Programmed versus non-programmed decisions.
• Decision making and taking.
• Decision-making process.
• Problem solving environment.
• Problem analysis and skills.
• Problem-solving process.

II- Contemporary effective communication

• Communications networks in your work place
• Avoid and overcome the barriers to effective communication
• Assertiveness and proactive listening as a supervisor
• JOHARI window

III- Creating a positive environment

• Hygienic atmosphere for employee productivity
• Informal communication and team spirit

IV- Role play on the comprehensive role of a supervisor.