Introduction to Leadership

  • Introduction to Leadership

Quickly gets groups interacting and exploring some basic ideas about leadership, leadership traits and situational leadership.

Learning Objectives

  • To identify some typical leadership skills and attributes
  • To recognise six different leadership styles
  • That different leadership situations require different approaches
  • The concept of situational leadership
  • What makes a good leader
  • Participants

    Any number

  • Timing

    35 minutes

  • Uses a computer?

    Not required

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    (normally next working day)

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  • World delivery

    (1-5 working days)

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The Activity

The activity is in two parts and very easy to run.

Part 1 Each team receives brief details of six individuals: their photo and characteristics related to their leadership qualities. Teams then receive six typical leadership types or styles which they must match with the six leaders. Reaching team consensus generates lots of discussion about leadership traits!

Part 2 Each team is now given six situations which they must try to match to the six leaders. Which leadership style is best suited for each of the six situations? Again, the process leads to lots of debate about situational leadership and the idea that, to meet different situations, leaders need flexibility and a range of approaches in their armoury.

Further questions to raise:

● Ask participants if they can think of someone at work (without necessarily naming) who they think is a good leader. What six words sum up their main attributes?

● As the activity is performed in teams ask them to reflect on how they performed. Did they feel the need for a team leader? Did one emerge? What was the role of leader? What was the style?

A great, hands-on introduction to leadership. It quickly gets people thinking about the different angles.

And one more point!

It ‘s worth pointing out to the group that, today, the myriad of communication options that await us on a daily basis make it possible to overturn the traditional leadership models. It means that anyone who has a new thought or vision can be ‘a leader’….. How can participants cultivate their own, possibly dormant, leadership skills? What are the implications for the workplace?

Trainer's Role

  • Divide participants into teams. Explain briefly the general nature of the session but do not repeat what is on the Brief. Tell teams they have 20-30 minutes for both tasks.
  • Issue a Team Brief to each team. Note down the time on a flipchart or board - or announce the time.
  • After a few minutes, issue Form A which describes six ‘types’ of leader. Allow team a further five to ten minutes for discussion and reaching consensus on their decisions.
  • Observe teams at work. Note how their discussions progress. How do they work as a team, do they elect a leader or does one emerge?
  • With the whole group, briefly discuss teams’ decisions. Were they in broad agreement or widely different? What key points arise?
  • Repeat the process with Form B which describes six leadership ‘situations’.
  • Lead a final discussion, allowing teams to question each other on their decisions and to make (and defend) their points. Use Trainer’s Notes to raise any points that don’t emerge.
  • Ask teams what lessons about leadership (in general and in themselves ) they can take away from the session?

Pack Contents

  • Trainer's Notes
  • Team Briefs
  • Form A - A5 pad
  • Form B - A5 pad

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