Leadership - how to identify your leadership style and become a good leader | Don Munro | Skillshare

Leadership - how to identify your leadership style and become a good leader

Don Munro, International Training Consultant

Leadership - how to identify your leadership style and become a good leader

Don Munro, International Training Consultant

Play Speed
  • 0.5x
  • 1x (Normal)
  • 1.25x
  • 1.5x
  • 2x
9 Lessons (39m)
    • 1. Leadership Intro Video

      4:18
    • 2. 1 Leadership and Management Styles Introduction

      2:46
    • 3. 2 Lesson 1

      4:57
    • 4. 3 Lesson 2 The Leadership Graph A

      4:40
    • 5. 4 Lesson 2 B and C

      3:04
    • 6. 5 Lesson 2 D

      2:14
    • 7. 6 Lesson 3 Leadership Styles Part 1

      4:53
    • 8. 7 Lesson 3 Part 2

      6:11
    • 9. 8 Lesson 3 Part 3

      5:32
  • --
  • Beginner level
  • Intermediate level
  • Advanced level
  • All levels
  • Beg/Int level
  • Int/Adv level

Community Generated

The level is determined by a majority opinion of students who have reviewed this class. The teacher's recommendation is shown until at least 5 student responses are collected.

90

Students

--

Projects

About This Class

​If you need to ensure that you have the leadership and the management skills necessary to co-ordinate the efforts of your team, you will be taken through the leadership styles so important in achieving the best end result with and through people.

Which is the best leadership style? My course will answer that!

Leadership is the first course in developing the advanced management skills that top managers need.

Your future management training skills courses to develop the top 9 leadership and management skills you need to be a successful manager are:

  1. The Process of Management
  2. Delegation
  3. Time Management
  4. Productivity
  5. Planning and Control
  6. Organization Structures
  7. Performance Problem Analysis
  8. Decision Making
  9. Management Practices Analysis

Are leaders born? LEADERS ARE NOT BORN. Through this online leadership business course you can learn the qualities that great leaders displayed as well as what skills they needed to achieve their leadership qualities. You do not have to have a title to be a great leader. The newest, lowest paid worker in a manufacturing plant can take his colleagues out on a protest or strike if he has the qualities and skills of a leader.... and a cause.

What is Leadership?

"World Leaders meet in Geneva to discuss ...."

Where did the world find leaders like the true leaders of the past, like Mother Theresa, Nelson Mandela and Mahatma Gandhi, for the meeting? What the media means is that the ‘‘World's' Heads of State meet in Geneva to discuss ..."

Leadership is more than a title. This course clearly expands on this. It identifies the qualities all leaders (leadership qualities), both good and bad, have displayed and it identifies what they all needed to achieve their goals/causes.

The first lesson is an introduction to leadership and is the first of three lessons. It establishes the skills and qualities needed to function as a leader and to illustrate that leadership is more than just a title. For all three lessons, I have selected three of the more respected leaders in the world - Mother Theresa, Mahatma Gandhi and Nelson Mandela - all three true leaders as per my definition of leadership, and all three who achieved their "cause" without a title. The second lesson takes the leadership qualities into an area all successful leaders need; they all need a following to help them achieve their goal. Achievement through people is taught though the use of a Leadership Graph defining the leadership qualities in terms of the Task (Cause) and the Team (People) and we attempt to identify which Leadership Quality is best. The third and final lesson answers that question as we work our way through the 3-dimensional leadership styles graph.  The best Leadership quality and style? Let's find out together!

Meet Your Teacher

Teacher Profile Image

Don Munro

International Training Consultant

Teacher

Good day!  My name is Don. 

I offer this opportunity to work with you and to share my knowledge, international experience and skills with you.  Visit my website to learn more and read my blogs http://www.skills4business.co.za or like me on Facebook @Skills4Business.

I am from South Africa, however I have also trained in many southern African countries, including Swaziland and Namibia.  My international training experience includes a couple of years in the United Kingdom and time spent in America, training some of America’s top companies, including IBM, then Pan American Airlines, the New York Times newspaper, Cheseborough Ponds and the largest privately owned bank in the Southern States, The Atlanta Bank of Florida, where I trained their senior ex... See full profile

Class Ratings

Expectations Met?
  • Exceeded!
    0%
  • Yes
    0%
  • Somewhat
    0%
  • Not really
    0%
Reviews Archive

In October 2018, we updated our review system to improve the way we collect feedback. Below are the reviews written before that update.

Your creative journey starts here.

  • Unlimited access to every class
  • Supportive online creative community
  • Learn offline with Skillshare’s app

Why Join Skillshare?

Take award-winning Skillshare Original Classes

Each class has short lessons, hands-on projects

Your membership supports Skillshare teachers

Learn From Anywhere

Take classes on the go with the Skillshare app. Stream or download to watch on the plane, the subway, or wherever you learn best.

phone

Transcripts

1. Leadership Intro Video: I'm done now. If you need to ensure that you have the leadership and the management skills necessary to coordinate the efforts of your team, well, you'll be taken through the various leadership styles so important in achieving the best end result with and through people. Leadership is defined as achieving a task with and through people now, which is the best leadership star. Well, work with me and my course will answer that a key question our leaders born. No leaders are not born through this online leadership business course. You can learn the qualities that great leaders have displayed as well as what skills I have needed to achieve their leadership qualities. Now you do not have to have a title to be a great leader. You know, the newest and the low spade worker in your manufacturing plant can take his colleagues out on a strike if he has the qualities and the skills of a leader and if he has a cause. So what is leadership? Well, it's looking at news headline. World leaders meet in Geneva to discuss ABC. No. Where did the world find leaders like that? True leaders of the past, like Mother Teresa Nelson Mandela, Mahatma Gandhi for this meeting. I think what the media means is that the world's heads of state meet in Geneva to discuss ABC. So leadership is mawr than a title, and this course clearly expands on this. It identifies the qualities that a leaders both good and bad, have displayed, and it identifies what they all needed to achieve their gold or their causes. The first lesson is an introduction to leadership, and it's the first of three Dessens. It establishes the skills and the qualities needed to function as a leader and to illustrate that leadership is more than just a title. Now. For all three lessons, I have selected those three off the more respected leaders in the world. Mother Theresa, Mahatma Gandhi and Nelson Mandela, all three true leaders as per my definition of leadership and all three who achieved their cause without a title. The second listen takes the leadership qualities into an area. All successful leaders need they or need a following to help them achieve their goals. Achievement through people is taught through the use off a leadership graph. A two dimensional leadership graph defining the leadership qualities in terms of the task or the cause and the team, the people, and we attempt to identify which leadership quality is best. The third and final listen answers that question as we're now work our way through a three dimensional leadership styles graph the best leadership quality and star well, let's find out together. 2. 1 Leadership and Management Styles Introduction: good. I hello. They have gone the first listen is really looking at leadership as being mawr than just a title. May repeat that leadership is mawr than just a title through history. Right capital, Modern day. We have had many politicians, military people, religious heads, the heads of countries, sovereigns, queens, etcetera, great sporting captains and so on. In the Army, you got your commandants, colonels, majors, etcetera. In the work environment, we have managing directors. We have supervisors. We have Foreman. We have marketing people. These are all titles. But not all of these people can generally be called leaders. For example, we have the Winston Churchill's. We have the Margaret Thatcher's. We have Jesus from the biblical side and Mohammed. We have Napoleon Bonaparte. We have it off Hitler. We also have some untitled leaders and these the ones I'm going to be focusing on. The first thing, though, is we must agree that leadership is more than just a title. Many of the world's leaders, so called leaders, have actually shown very poor leadership qualities. Leadership. Also, we must understand the true leaders have not always contributed very Heisley to mankind. Many of them, like Adolf Hitler have actually bean very, very strong leaders, but have actually gone against mankind in the lessons that we going to be using. I've taken three entitled leaders who the whole world will agree, have shown exceptional leadership qualities. I'm using Mother Teresa, the Chap Gold Nelson Mandela and another gentleman called Mahatma Gandhi. These were entitled, and that world class leaders, we're going to be looking at what qualities and behaviors or skills to these people have did they have in order to achieve. The second thing we'll look at is their purpose, their cause. How flexible were they with that, where they're intimidated, did their time to give up the fight in or because of a fear off, whatever the punishment might have seen? 3. 2 Lesson 1: before we look at some of these qualities. If you're still unsure as to whether leadership is more than just a title, take your newest, your newest employee in a big major factory or working environment. He has no title general worker, general laborer earning very little money. If he has leadership qualities, he is able to persuade his group of workers to down tools and to bring your factory or to bring an apartment of your factory to a standstill with our two title. But he needs to have these qualities and he needs to have this purpose or vision. The other thing he needs, of course, is he needs to have support, as mentioned in the introduction in Malawi, this little southern African country, they're saying they're a leader who has no following is merely out for a walk. So one thing we know is that for a leader to be successful, they need a following. They need people, and those people need to be turned into a team at some stage, working together towards a common purpose task. If we look at these qualities that a leader has, we know one of them, from Mother Teresa to Mahatma Gandhi. Nelson Mandela were very good communicators. Communicating means both ways. What they were saying was being received, understood and accepted, not just understood, but accepted by the following or the followers. The other thing that all three leaders had was that they were extremely decisive. There was no hesitation. They were decisive. They were absolutely focused, very strong personalities. Although we have Mahatma Gandhi quiet, subservient attacks but inside extremely strong. Another quality that all three leaders have is the reliability they stick with their cause . They stick with it team, and there follows as part of the task that they used these qualities, for they had different visions or causes for which they were fighting as leaders. Mahatma Gandhi quietly quietly trying to break down racial differences. We had Mother Teresa fighting for the sick and the disabled. And so in India we had Nelson Mandela, who was a fighter as well. It's a great negotiator, fighting for one cause only, and that was to create a rainbow nation in his country, South Africa. Okay, so what we've understood is that these leaders have very similar qualities. The emissions or the causes can be very, very different. how they go about achieving them can also be very different, as we can well imagine. With Nelson Mandela and Mahatma Gandhi, the one was a fighter warrior. Let a group of people with strong Russia revolutionary tendencies and then we had Mark Mark McGann be quiet, reserved, but as rigid and inflexible and stronger character as Nelson Mandela. Same with Mother Teresa. Leadership is more than just a title. We've also said as prove, the Malawian proverb leaders. True quality leaders need to persuade people they need followers, so we can define leadership as the achieving of a cause or an objective with and through people quality leaders need to achieve through people. In our next lesson, we will actually look at the task, the cause and the team the followers and look at the types of leadership styles that are available in order to achieve those causes. Some of them, you will find ah far more effective than others. I look forward to seeing you in the second lesson 4. 3 Lesson 2 The Leadership Graph A: in this lesson, we talking about the mosque and the team. We're not talking about the individual. How famous motivational guy John a deer mentions that you need to consider the individual as well. I have my very strong views about this. If he's an individual or she's an individual, then he or she is not part of the team. A team has a common objective or task or vision caused. A team has a common objective and individual has a personal objective and therefore a personal objective is not going to help you to achieve the team's objective. So I focus on the task and the team to guide us through this. Listen, I produced the leadership graph, which you had next to me. And as we can see, always starting with the horizontal, we have the concern for the task from North, which is very low concerned through five average considered through to attend a very high concern for the task on the vertical scale. On the left hand side, we have again the concern from low to high. But the concern for the team low not very low concern for the team and through to attend a very, very high concern for the team. We have, for example, in a V. This leader is in a is in a position, which means he has or she has a very high concern for the team nine or 10 but a very low concern for the task. A one or two. Okay. And so we have these five different um, task and team leadership styles. De, for example, would be a low concern for the team and a low concern for the task. A 10 North leadership star would be a very, very high concern for the task, but no concern for the team at all. I will do this despite the team. We also have the C, which is a high concern for the task and a high concern for the team. The leader who says I can only really achieve my cause of my task with and through other people. That would be the ideal leadership star that would be needed in terms off the task and the team in the middle. You could have a 55 type situation. Some people say Oh, that's better than nothing. It's actually very poor from a leadership point of view because you have neither maximum concern for the task, nor for the team. That is a sign of weakness in a leadership style. When we move into the next listen, we will look at what is the best leadership star. But before we do that, I would like to read to you what each of these leadership styles actually does mean what the individual is saying to himself or herself. As they say, I am a 10 North or 10 10 type leader in terms of task and team. Let me read these two years, right? I will be reading from some nights. I don't leave out anything of importance. We'll start with the person in a the high team and the low task. High concern for the team. A lot of concern for the task. What is he actually saying? He says. My main concern is the welfare of my staff, as I consider that people are my most valuable resource. I consider that I have a duty to accept the views of others. Even when there are contrary to my own. I dislike conflict. When it arises. I try to smooth things over. I consider myself to be a warm and a friendly person with a good sense of humor. Often I feel that the company is unfair to its employees, and I see a major part of my job as being the to ensure the department departments workload is not pushed too high. I protect my team from the production orientated management who demand results at any cost . 5. 4 Lesson 2 B and C: now if we got to be hi task, but Lo team. So we would say a 10 note leadership star. What he's saying is, the purpose of my job is to get other people to do theirs. My department has to meet budgets and targets to survive. The way to achieve this is to make decisions and stick to them. Conflict within the team is unhealthy, and I stamp it out whenever it occurs. I am a hard but a fair person. If someone doesn't do their job, it's always someone else who could take their place. The company must produce or perish. My department isn't always on target, but it certainly isn't because of a lack of drive from me. If someone else would pull their weight without having constantly to be booted up the backside, we would be ahead of target every week. Looking now at leadership style. D lo Team Lo Task. What is this guy actually sitting in his office, thinking to himself, Well, let me read. My job is a stepping stone to bigger and better. Things are will be a manager suit, but probably not with this company because they obviously don't recognize my qualities. I listen to others because they really have anything of value to say. I don't use their ideas. Mostly they think of things that I've already thought of, so it could hardly be called their idea anyway. I always try to keep the team together, interviewing for new staff such a bore. The company has stupid ideas on productivity. I would produce farm or if they did things my way, I put it as much effort as the company deserves. Hi, task. Hi, team. What is the rational? What is this man Woman Think this leader. My purpose is to work out strategies that create a sense of purpose within my team. They are always considered to be a part of the decision making process. I've them hard, but they are always showing appreciation for the I know that my team is my most valuable resource, agreed targets that will challenge the team and through their strengths, we achieve them. Conflict can be healthy within the team as it can produce creativity, competition and initiative if it is channeled correctly 6. 5 Lesson 2 D: right, Let's now look a d. No concern for the task and unequally low concern for the team. What is this man actually saying Indirectly, Right, Let's read it again, he says. My job is a stepping stone to bigger and better. Things are, will be a manager soon, but probably not with this company because they obviously don't recognize my qualities. I listen to others, but as they really have anything of value to say, I don't use their ideas. Mostly, they think of things that I've already thought of, so it could hardly be called their idea anyway. I always try to keep to the team together. Interviewing for new stuff is such a bore. The company has stupid ideas on productivity. I would produce far more if they did things my way. I put in his much effort as the company deserves, right? Let's look at then, which is the best style now in terms of task and team? Well, obviously the final one D is not the quality of a leader and certainly not the type of person we would like in our working environment. What I would call the average guy that's called him the 55 type person who has an average concern for task average concern for the team itself. As we've said earlier, that is a very, very poor leader. A leader strives for maximum achievement in both task and team and never drops below that endeavor and ideal. So at this stage, I think we agree, See? Looks the best. But is it? Well, let's see when you move into the next listen, which is on leadership styles. 7. 6 Lesson 3 Leadership Styles Part 1: greetings again, recent three. And yes, Don again, What we're going to be looking at in this listen is the actual five different leadership styles, as per initially the Blake in Baton Managerial Grid, which was produced in the 19 sixties early seventies. Just to refresh when Blake in Baton produced the leadership graph, it was produced as a result of research that they had done, and it was based on a lot of theory. Unfortunately, in the 19 eighties in the 19 seventies, some trainers and human resource is practitioners thought it would be ideal way to actually train people and use it in a practical training business to identify the actual styles of leadership that they had in their companies. And they did this through pigeonholing, in other words, putting people in little pigeonholed. You were what they called 91 manager or you were a 19 many jerk or so they put these people into the little pigeonholes. Unfortunately, a lot of people were severely hurt. Psychologically, a lot of damage was done for two reasons. The one breaking Batons program was not hand at being a practical training product. It did not take into account for example, that the so called 91 manager we'll talk about that later as we've talked about the order correct or the dictator, all these leadership styles have what we call backup styles, which make him Aton never went into. And it is providing to realize that the backup style of a so called autocrat is invariably to move right into a a total resignation type situation just to resign on the job and say, Well, if you don't do it my way, then don't ask me for any further ideas and don't ask me to help anymore. I'm just going to stand aside and let you get on with it. So the backup stars became very, very important, unfortunately, people who were pigeonholed as being very passive and actually very weak in terms of their concern for production. Yes, they had a high concern for people. But it's a business that we running not a country club, and these people were pigeonholed as being sort of weak, very passive people. A frightening thing is again their backup start. When you challenge them, they actually become quite angry and they become very emotional, and at times they move right into the dictatorial star and start to shout and show major 10 toe a temper tantrums. So the backup star was not part of Black in return, and therefore it wasn't part of the training process, the other dimension that was missing. And this was only added later on in the 19 eighties, my doctor Bernard Rising, bound in Stamford in Connecticut when he added 1/3 dimension to the managerial grid. Now this did I mention was, is not part of our listen to the task and the team. But it has been added now in less and three to black and returns managerial grid. And this third dimension causes the black and baton theory to now become very, very practical whereby we can actually identify people's management styles or leadership stars, and also which is the best leadership star, right? So looking at the graph on the screen always again, the horizontal graph is first and the horizontal line or horizontal graph is the concern not for the task this time but concern for production, and we go from one low up through five average to nine ah, high concern for production on the vertical access on the left hand side again, working from one low. We work through the concern for people as opposed to team the concern for people right up to a nine, a very high concern for people. So what we then have here in this managerial grid and this is just two dimensions at this stage, please is we have five dominant leadership styles. 8. 7 Lesson 3 Part 2: the 1st 1 Let's call it the 19 manager. The first figure that I give is always the horizontal access, the concern for production or the concern for the task, as we saw in listen to So 19 manager has one very low concern for production. Nine. Very, very high concern for people. This type of leader we call the country club manager. His philosophy is in the work environment. Don't upset the members, you know, whether we winning, losing, just don't upset the members. Keep them happy. We then move to the bottom left hand one which is the 11 again, one for production, Very low concerned. 14 people. Very, very low concern. And we call this man the retired on the job supervisor or manager or leader. He doesn't get involved at all. Moving to the bottom right hand, we have what we then called the 91 manager A very, very dominant star amongst males in the world is the 91 management style very, very high concern for production but a very low concern for people. We call him the Order credit. We called him the Dictator. He will get the job done despite the people. He believes that people need to be forced and threatened to do their jobs. If they don't perform, he will find somebody else to do it. That is the autocrat, the dictator of the 91 manager at my frighten you that as much as 86% off male managers in the world, our autocratic 91 leaders. We then have the 99 leadership star high concern for production, high concern for people. And obviously, this is the one we simply call the star. In the middle, we have the 55 leader average concern for production. Average concern for people. Well, that is very poor leadership because, as we said earlier on, with Task and Team, a true leader goes for maximum in terms of birth, the task and the team both production and concern for people because she may go for the cause with and through absolute achievement and cooperation and support off people. So the 55 manager is an extremely weak leadership style. Now we ask ourselves, which is the best of those leadership stuff. Well, by heading the Third Dimension by Dr Bernard Rosenbaum, that third dimension as you see on a graph now is the situation. So we have concern for production. We have concerned for people, and the third dimension is the situation, and your best leadership style will always depend on the situation. Now what we do know is that the more you are towards a 99 leader, the easier it is to move across to a 19 situation where you are going to allow the people to make their own decisions, to decide the process of how the task or the production should actually be done. You will, through being a 99 manager with a concern for reduction. You will state maybe what the magic is or what the parameters are, or to remind people of your customer care, uh, profile. So you still have your concern for production in the back of your mind. But the key to the whole thing is your concern for the people. You will allow them to decide what sort of end of your function they would like. You can give them the budget, but allow them the process. On the other hand, to move at times to a 91 leadership star is easier if you are the 99 the superstar, because there are times when you need to actually come down quite hard on the stuff or a particular member of staff. Hi. Absent tears or poor behavior, Unsafe working conditions which are being repeated. The pattern has developed. You need to move in with a very, very high concern for the production then and less of a concern for people. But in your back of your mind, you still have the concern for people. So the minute that the poor behavior or poor work performance starts to show improvement, you move into your concern for people again and start to praise the effort off the incumbent. So your best 99 style is going to see you through the majority of your situations. 99 Leadership start. These are the styles that all three very diverse personalities in Mother Theresa, Mahatma Gandhi and the late and late Nelson Mandela, or displayed the high concern for production for their cause and a high concern for the people there follows. Although they were very hovers, people it be repeat, said it. Let's just sum up what we've been covering here in this leadership program 9. 8 Lesson 3 Part 3: what we have said. What we've agreed is that leadership is more than just a title. Remember the incident I gave you off the newest, the lowest paid general worker in a huge factory or retail operation? Just by having leadership qualities he or she is able with the following that he or she can create to actually cause a work stoppage with part any title whatsoever? Leadership is defined as the achievement of a cause, with and through people. Remember that Alaoui and profit the fall over. Sorry, the leader who has no followers is merely out for a walk. The base leaders look at the situation before they react, and the more they are in the 99 area, the easier it is to react positively to a situation which requires you to show more concern for the people because something has happened or to show more concern for production because something has happened there, which is affecting production. So we're looking at the 99 leadership star of interest. I would just like to point out a word of caution. I listened to somebody talking about leadership once, and she happened to mention Mahatma Gandhi, This lady had obviously confused communication skills with leadership skills because what she said was that Mahatma Gandhi was a passive, as opposed to an assertive or an aggressive personality. No, let us define these just to make sure that we do not fall into the same trap When we are talking, leadership qualities, communication skills and leadership stars off very different things. The assertive person. Let's place that assertive person, Maurren, and say, Let's get a 99 communication skill. Assertiveness means that you stand up for your own rights. Last recognizing the rights of others, we moved to the autocratic communication style, the dictator. And there we find that you stand up for your rights while ignoring or tramping upon the rights of other people. If we move to what this lady said, Mahatma Gandhi was passive. Passive behavior in communication is where you do not stand up for your right. But you do allow the rights of the other people to dominate you. Well, I was surprised when I heard that because Mahatma Gandhi might have been quiet, but he certainly was not passive. He was an extremely assertive leader. He's stuck with that cause that he was fighting for yes, in a very quiet and dignified manner. And my word he achieved it. But to call impassive was totally incorrect. So do not confuse your communication styles with your leadership styles. Finally, I'd like to just sum up and agree that leaders are not born. Leaders develop skills, attributes and qualities as they develop. Some learned them quicker than others. Some take more time. It doesn't mean they won with more. Time is going to be less of a leader. There are not born leaders. Can you think of a situation of a daddy waiting for his first the birth of his first baby sitting in the maternity home? Terribly worried, very anxious. Thinking of my word. I hope that the deer has 10 toes, 10 fingers and is in good health. And eventually, here comes the nurse with this beautifully wrapped little bundle of joy and says to expect the follow that. Congratulations, sir. It's a leader. No, that doesn't make sense. You want to know whether it's a boy or a girl on whether it's health, it will develop into a leader if it has those leadership skills and qualities that we have discussed over the last 30 35 minutes. I've enjoyed discussing it with you. And I hope you've enjoyed sharing it with me. Good luck with your leadership styles. Thank you. Goodbye.