LEADERSHIP SKILLS-BASIC LEADERSHIP SKILLS

MEANING -Leadership is a process whereby an Individual influences a group of Individuals

to achieve a common goal. Leadership is that which pulls together people with diverse
talents, backgrounds, experiences and Interests ,encourages them to step up to
responsibility and continued achievement and treats them as full scale partners.
 IMPORTANCE OF A GOOD LEADERSHIP SKILLS

• Good leadership skills comprise more than one or two traits, and there is more
to leadership than just knowing the technical aspects of how to manage a team.
Effective leaders are many things: determined, ethical, innovative, passionate,
kind, curious, focused, confident, collaborative, courageous, wise and
empowering.
• Effective leaders have the ability to communicate well, motivate their team,
handle and delegate responsibilities, listen to feedback, and have the flexibility to
solve problems in an ever-changing workplace. Employers seek these skills in the
candidates they hire for leadership roles. Provide a Vision. ...
• Establish Effective Organizational Structure and Communication Protocols. ...
• Be an Effective Role Model. ...
• Inspire and Motivate. ...
• Delegate and Empower. ...
• Effective Time Management.
• Leading his team to achieve a common goal.
 MEANING OF BUILDING TECHNICAL COMPETENCY

A competency framework defines the knowledge, skills, and attributes needed for people
within an organization. Each individual role will have its own set of competencies needed
to perform the job effectively. To develop this framework, you need to have an in-depth
understanding of the roles within your business.

• Some specific examples of technical skills might include:

• Programming languages.
• Common operating systems.
• Software proficiency.
• Technical writing.
• Project management.
• Data analysis.
 FEATURES OF DEVELOPING TECHNICAL COMPETENCY

• These are the integrated knowledge, skills, judgment, and attributes that
people need to perform a job effectively. By having a defined set of
competencies for each role in your business, it shows workers the kind of
behaviors the organization values, and which it requires to help achieve its
objectives. Not only can your team members work more effectively and
achieve their potential, but there are many business benefits to be had
from linking personal performance with corporate goals and values.
Defining which competencies are necessary for success in your organization
can help you do the following:
• Ensure that your people demonstrate sufficient expertise.
• Recruit and select new staff more effectively.
• Evaluate performance more effectively.
• Identify skill and competency gaps more efficiently.
• Provide more customized training and professional development.
• Plan sufficiently for succession.
• Make change management processes work more efficiently.
Design Principles of a Competency Framework
A competency framework defines the knowledge, skills, and attributes needed for people within an
organization. Each individual role will have its own set of competencies needed to perform the job
effectively. To develop this framework, you need to have an in-depth understanding of the roles within
your business. To do this, you can take a few different approaches:
1.Use a pre-set list of common, standard competencies, and then customize it to the specific needs of
your organization.
2.Use outside consultants to develop the framework for you.
3.Create a general organizational framework, and use it as the basis for other frameworks as needed.
4.Developing a competency framework can take considerable effort. To make sure the framework is
actually used as needed, it's important to make it relevant to the people who'll be using it – and so they
can take ownership of it.
The following three principles are critical when designing a competency framework:
1.Involve the people doing the work – These frameworks should not be developed solely by HR people, who don't always
know what each job actually involves. Nor should they be left to managers, who don't always understand exactly what each
member of their staff does every day. To understand a role fully, you have to go to the source – the person doing the job –
as well as getting a variety of other inputs into what makes someone successful in that job.
2.Communicate – People tend to get nervous about performance issues. Let them know why you're developing the
framework, how it will be created, and how you'll use it. The more you communicate in advance, the easier your
implementation will be.
3.Use relevant competencies – Ensure that the competencies you include apply to all roles covered by the framework. If
you include irrelevant competencies, people will probably have a hard time relating to the framework in general. For
example, if you created a framework to cover the whole organization, then financial management would not be included
unless every worker had to demonstrate that skill. However, a framework covering management roles would almost
certainly involve the financial management competency.
Developing the Framework
There are four main steps in the competency framework development process. Each steps has key actions that will
encourage people to accept and use the final product.
Step One: Prepare
1.Define the purpose – Before you start analyzing jobs, and figuring out what each role needs for success, make sure you
look at the purpose for creating the framework. How you plan to use it will impact whom you involve in preparing it, and
how you determine its scope. For example, a framework for filling a job vacancy will be very specific, whereas a framework
for evaluating compensation will need to cover a wide range of roles.
2.Create a competency framework team – Include people from all areas of your business that will use the framework.
Where possible, aim to represent the diversity of your organization. It's also important to think about long-term needs, so
that you can keep the framework updated and relevant.
Step Two: Collect Information
This is the main part of the framework. Generally, the better the data you collect, the more accurate your framework will
be. For this reason, it's a good idea to consider which techniques you'll use to collect information about the roles, and the
work involved in each one. You may want to use the following:
1.Observe – Watch people while they're performing their roles. This is especially useful for jobs that involve hands-on labor
that you can physically observe.
2.Interview people – Talk to every person individually, choose a sample of people to interview, or conduct a group
interview. You may also want to interview the supervisor of the job you're assessing. This helps you learn what a wide
variety of people believe is needed for the role's success.
3.Create a questionnaire – A survey is an efficient way to gather data. Spend time making sure you ask the right questions,
and consider the issues of reliability and validity. If you prefer, there are standardized job analysis questionnaires you can
buy, rather than attempting to create your own.
4.Analyze the work – Which behaviors are used to perform the jobs covered by the framework? For examples-Business
plans, strategies and objectives, Organizational principles , Job descriptions ,Regulatory or other compliance issues ,
Predictions for the future of the organization or Industry ,Customer and supplier requirements .
Step Three: Build the Framework
This stage involves grouping all of the behaviors and skill sets into competencies. Follow these steps to
help you with this task:
1.Group the statements – Ask your team members to read through the behavior statements, and group
them into piles. The goal is to have three or four piles at first – for instance, manual skills, decision-making
and judgment skills, and interpersonal skills.
2.Create subgroups – Break down each of the larger piles into subcategories of related behaviors. Typically,
there will be three or four subgroupings for each larger category. This provides the basic structure of the
competency framework.
3.Refine the subgroups – For each of the larger categories, define the subgroups even further. Ask yourself
why and how the behaviors relate, or don't relate, to one another, and revise your groupings as necessary.
4.Identify and name the competencies – Ask your team to identify a specific competency to represent
each of the smaller subgroups of behaviors. Then they can also name the larger category.

Here's an example of groupings and subgroupings for general management competencies :Supervising and
leading teams.
1.Provide ongoing direction and support to staff.
2.Take initiative to provide direction.
3.Communicate direction to staff.
4.Monitor performance of staff.
5.Motivate staff.
6.Develop succession plan.
7.Ensure that company standards are met.
 Recruiting and staffing.
1.Prepare job descriptions and role specifications.
2.Participate in selection interviews.
3.Identify individuals' training needs.
4.Implement disciplinary and grievance procedures.
5.Ensure that legal obligations are met.
6.Develop staff contracts.
7.Develop salary scales and compensation packages.
8.Develop personnel management procedures.
9.Make sure staff resources meet organizational needs.
Training and development.
1.Deliver training to junior staff.
2. Deliver training to senior staff.
3. Identify training needs.
4. Support personal development.
5. Develop training materials and methodology.
Managing projects/programs
1. Prepare detailed operational plans.
2. Manage financial and human resources.
3. Monitor overall performance against objectives.
4. Write reports, project proposals, and amendments.
5. Understand external funding environment.
6.Develop project/program strategy.
Step Four: Implement
As you roll out the finalized competency framework, remember the principle of communication
that we mentioned earlier. To help get buy-in from members of staff at all levels of the
organization, it's important to explain to them why the framework was developed, and how
you'd like it to be used. Discuss how it will be updated, and which procedures you've put in
place to accommodate changes.
Here are some tips for implementing the framework:
Link to business objectives – Make connections between individual competencies and
organizational goals and values as much as possible.
Reward the competencies – Check that your policies and practices support and reward the
competencies identified.
Provide coaching and training – Make sure there's adequate coaching and training available.
People need to know that their efforts will be supported.
Keep it simple – Make the framework as simple as possible. You want the document to be used,
not filed away and forgotten.
Communicate – Most importantly, treat the implementation as you would any other change
initiative. The more open and honest you are throughout the process, the better the end result
– and the better the chances of the project achieving your objectives.
Advanced leadership skills (ALS)
Meaning-Advanced Leadership Skills is a practical, hands-on program that enables the front
line leader to not only apply existing knowledge and skills and learn new skills but to achieve
higher productivity, ensure clearer communications, resolve conflicts effectively, build and
retain strong teams, and to understand and lead change.
Advanced leadership skills helps in the following ways-
1.Build A High Performance Team.
2.Build Trust And Increase Productivity.
3.Help Employees Adapt To Change.
4.Facilitate Conflict Resolution Solutions.
5.Enhance Work Relationships.
6.Develop Negotiating And Problem Solving Skills.
7.Help Team Members Adapt To Change.
8.Move Team Members From Achieving Effective To Exceptional Results.
Team Building for work teams -Emphasize the importance of each team member's
contribution and demonstrate how all of their jobs operate together to move the
entire team closer to its goal. Delegate problem-solving tasks to the team. Let the team work on
creative solutions together. Facilitate communication.

The formal definition of team-building includes:

1.aligning around goals.
2.building effective working relationships.
3.reducing team members' role ambiguity.
4.finding solutions to team problems.
5 Objectives of Team Building: How To Bring Your Employees Together
-Acquaint and Establish Connections. Getting to know each other in the workplace is one goal of
team building. ...
-Encourage Communication and Teamwork. ...
-Improve Morale and Engagement. ...
-Foster Innovation and Creativity. ...
-Build Trust and Team Bonds.

-High-performance teams (HPTs) is a concept within organization development referring

to teams, organizations, or virtual groups that are highly focused on their goals and that
achieve superior business results.

These five factors describe the behaviors of leaders who had those high-performance teams.
1.Team Leaders Inspire More Than They Drive. ...
2.Team Leaders Resolve Conflicts And Increase Cooperation. ...
3.Team Leaders Set Stretch Goals. ...
4.Team Leaders Communicate, Communicate, Communicate The Vision And Direction. ...
5.Team Leaders Are Trusted.
IMPORTANCE OF BUILDING HIGH PERFORMANCE TEAMS
1.High-performance work teams are essential to the way most organizations organize and carry
out their work, resulting in superior performance, which translates into a significant competitive
advantage. ... A deep sense of purpose and commitment to the team's members and to the
mission.
2.High-performance work teams are essential to the way most organizations organize and carry
out their work, resulting in superior performance, which translates into a significant competitive
advantage. ... A deep sense of purpose and commitment to the team's members and to the
mission.