Link To Results            

If you are a supervisor, manager, or executive, your position requires you to take the lead in many instances.  But you also have to lead in other positions as well.  You just might not have the authority to require compliance or high-levels of performance from others. This is especially true when the line of authority is blurred or non-existent because of downsizing or other workplace changes.  So it is important to acquire and develop the skills to influence others to do their best, willingly and consistently.

Locate Tools On The APPS Page

Some Categories of Leadership Skills include:

• Leadership Skills

• Management Skills

• Delegation Skills

• Performance Review Skills

• Giving Performance Feedback Skills

• Strategic Planning Skills

• Coaching Skills

• Leading Change Skills

Some Specific Leadership Skills in these Categories include:

• Creates a shared vision for the achievement of goals.  Highlights benefits for workers and benefits for the organization. 
• Provides clear direction about what needs to be achieved and clear explanations about why this achievement is necessary.
• Determines how actions and outcomes impact the organization, workers, and other stakeholders.
• Considers how strengths, weaknesses, opportunities, and threats affect the achievement of individual and organizational goals.
• Structures specific tasks, general assignments, and major projects so that they can be accomplished efficiently and effectively.
• Assesses others strengths and weaknesses.  Implements or proposes actions for growth and development.
• Provide workers with the necessary tools, information, and resources needed to achieve workplace goals.
• Supports the organization’s mission, vision, and values.  Uses this information as a guide for creating and achieving goals.
• Creates an overall strategy to achieve goals.  Develops a comprehensive plan to coordinate the activities of workers.
• Gives feedback objectively. Avoids the tendency to judge based on personality or other subjective factors.
• Emphasizes positive achievements, even if they are small.  Highlights the behaviors and actions that led to those achievements.
• Helps workers determine the right approaches that will help them gain needed knowledge, skills, and abilities.  Takes into consideration organization resources and individual capabilities.
• Builds commitment to the coaching process.  Allows individuals to participate in developing goals and finding solutions to workplace problems.
• Ensures that workers have access to the resource materials and technological tools to perform the delegated task.
• Knows which tasks cannot be delegated, such as confidential reports.
• Knows which tasks should be delegated, such as tasks where others have greater skill or tasks that others should perform.
• Presents a clear and realistic picture about the change process.  Ensures that workers understand the goals and objectives of the change.
• Anticipates the ways in which workers might resist change (e.g., lack of cooperation, sabotage).  Establishes an approach to manage this resistance.
• Anticipates the types of workplace obstacles that might have a negative impact on successful change (e.g., lack of resources, inadequate technology).  Determines strategies for overcoming these obstacles.
• Tells individuals the type of criteria that will be used to evaluate performance; such as goals achieved over the last four months, job description, prior performance review data, and more.
• Provides individuals with opportunities to evaluate their own performance.  Tells them to do this in advance of the performance review.
• Verifies that individuals understand performance feedback.  Asks specific questions about the topic being discussed.