The Art of Supervisory Leadership

Introduction

The course addresses the perennial differences between management and leadership. It aims at providing participants with an overview of emotional intelligence and examines some major leadership theories and approaches with emphasis on situational leadership. The course also addresses the role of the leader as a delegator and change agent.

Course Objectives of The Art of Supervisory Leadership

• Distinguish between management and leadership.
• Identify their strengths and leadership styles through self-assessments.
• Examine various leadership theories with an emphasis on situational leadership.
• Describe the major competencies of Emotional Intelligence (EI).
• Define the role of the leader as delegator and change agent.

The Art of Supervisory Leadership Course Outlines

Day 1

Leaders, not managers

• Definitions, similarities, and differences
  • Some classical differences.
  • Modern-day differences.
• Myths about leadership.
• Practices of exemplary leaders
  • Challenge the process.
  • Inspire a vision.
  • Model the way.
  • Enable others to act.
  • Encourage the heart.
• The perennial question: nature or nurture.
• The ten truths about leadership.

Day 2

Personal style and leadership qualities

• Self-assessment
  • Administration and scoring.
• Linking style with leadership qualities.
• Characteristics of admired leaders.

The leadership journey and situational leadership

• Review of major theories
  • Trait theories.
  • Behavioral theories.
• The leadership grid.
• Situational leadership: theory and simulation
  • Situation’s maturity level.
  • Levels of development.
• Maturity levels and leadership styles.

Day 3

The emotionally intelligent leader

• An overview of EI.
• Intrapersonal and interpersonal intelligence.
• Emotional Quotient (EQ) versus Intelligence Quotient (IQ).
• The EI competency framework.
• The 18 EI competencies in practice
  • Brainstorming real-life examples.

Day 4

Leadership, delegation, and empowerment

• Delegation: definition, objectives, and rules.
• Delegation levels.
• Why delegation is not popular.
• Guidelines for delegation.
• Empowerment: definition.
• Ten ways to empower employees.
• Is your organization ready for empowerment?

Day 5

The leader as a change catalyst

• The nature of change.
• Kotter’s eight-step change process model.
• Understanding and dealing with resistance to change.