Building authority and leadership in the team

Training recommended for experienced managers.

After completing the classes, participant:

• Is able to consciously build his own leadership skills and image in the eyes of his employees.
• Is able to avoid typical mistakes made by managers in the area of being employees’ leader.
• Is aware of his own leadership style and can adjust it to dynamically changing business circumstances.
• Knows the elements of his own personality, which might be foundation of building true image and charismatic leader.
• Is aware of the influence of his own habits and schemes of action on motivation and co-workers’ engagement.
• Can adjust his own communication style to subordinates in the way that allows a true agreement.

Managerial experience

• Training: English
• Materials: English

Managers and leaders

• Differences between tasks and scope of manager’s activities and tasks and scope of leader’s actions.
• Why one group of managers are considered as leaders and are held in high regard why other group doesn’t?

Building an authority of a leader

• Factors building an authority of a leader.
• Factors undermining an authority of a leader.
• Building a trustworthy image and position of a leader in the group.
• How can outstanding leaders be described ( Buckingaham and Coffman approach)?
• Mistakes made by managers during begining work with a new team.

My style as a team leader

• Diagnosing students’ leadership style.
• Indicating strengths in the area of building leadership in the area of team management.
• Identifying features of his own personality based on Personality Questionnaire.
• Creating a map of talents in your own team – how elements of my personality might inspire others, positively motivate and encourage to act?

Leadership in changing environment

• Situational leadership model („One minute manager” approach according to K. Blanchard).
• Leadership style and level of employees’ readiness to achieve goals.
• Leadership in situation of change and market turmoil.
• Applying situational leadership model in working with the team.

Manager’s responsibility.

• Motivating and demotivating messages  – building an attitude of responsibility among employees.
• Scope of responsibilities and tasks assigned to a manger by his team.
• Team’s expectations and needs in relation with a manager.
• Using feedback as a tool which allows for ethical forcing influence on co-workers, building engagement and motivating the team.

Leader’s authority and forcing influence

• Influential circles of a leader and effective influence management.
• Chief’s speech – a tool to build authority and model employees’ behavior.
• Constructive feedback for a team – building desired attitude and behavior in the context of social group which is a team.
• Personality traits, chief’s speech – making use of your own strengths in creating an image of a responsible manager.