Hundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 p.) Leadership : Lead, follow, or get out of the way. (Henry Ford, US Industrialist) 22. There is no one best leadership style. You need to adapt your style to fit the needs of each person23 23. Share your vision24 24. Employees respond to the manager, not the organisation.25 25. Lead by example26 26. First be effective, then efficient27 27. Managers should work for their staff. If they win, you win 28. A bad attitude is infectious 29. Know where you're coming from28 30. To be a good leader, be professional 31. Be committed. Take an active role. 32. Leave 'em laughing29

Hundred Tips for a Better Management (Aga Khan Foundation, 1993, 70 p.)

Leadership : Lead, follow, or get out of the way. (Henry Ford, US Industrialist)

22. There is no one best leadership style. You need to adapt your style to fit the needs of each person23

Leadership style is how a manager behaves when trying to influence the behaviour of someone else. The appropriate style will vary for each person, but will be a combination of directive and supportive behaviours.

• Directive behaviour: this involves telling people what to do, how to do it, where and when to do it, and then supervising their performance closely.

• Supportive behaviour: involves listening to people, providing support and encouragement for their efforts, and then facilitating their involvement in problem-solving and decision-making

Depending on the level of competence and commitment of your staff, one of four leadership styles will be appropriate:

Development level D	Appropriate leadership Style S
D1 Low competence High commitment	S1 DIRECTING Structure control supervision
D2 Some competence Low commitment	S2 COACHING Direct and support
D3 High competence Variable commitment	S3 SUPPORTING Praise,, listen,, and facilitate
D4, High competence High commitment	S4, DELEGATING Turn over responsibility for day-to-day decision-making

Your style may need to change for different tasks that an individual undertakes. For example, one staff member may need S1 DIRECTING while she learns how to prepare administrative reports, but she may just need S4 SUPPORTING in dealing with her subordinates.

23. Share your vision24

Vision means being able to see what your organisation will look like tomorrow and having a plan to get there. If employees know what your vision is, they will be able to help you attain it, if not, they will be confused, helpless, and possibly alienated. Consider these strategies for sharing your vision:

• Include employees in the creation of your vision by involving them in strategic planning.

• Communicate your vision to employees in descriptive detail so that they can vividly see it.

• Don't tell people what to do, instead tell them what your needs are and let them help you decide how to meet these needs.

24. Employees respond to the manager, not the organisation.25

Pay attention to your staff. Listen to them. Solicit their suggestions. Help them do their work better. And give them praise for it þ don't take it for yourself. They'll love you for it and will work harder for you.

25. Lead by example26

Staff look to the manager for a standard of leadership.

Thus, the way in which you conduct yourself and manage a programme and its people will affect how staff work. It will also influence the thinking and behaviour of future managers.

The following are some important leadership guidelines to emulate:

• Take responsibility for both your actions and the people you supervise.

• Know yourself. Know your limits and constantly seek to improve yourself.

• Set the example for correct behaviour.

• Develop your staff and believe in what they are able to do.

• Be available.

• Look after the welfare of your employees.

• Keep everyone well informed. People will look to you to know the truth.

• Set goals that are achievable.

• Make sound and timely decisions.

• Know your job and stay abreast of current events.

• Build teamwork and recognise the contributions each member makes to the entire effort.

26. First be effective, then efficient27

No one will praise you for spoiling a project at its start through being "cheap." The first rule is to achieve results, success. Then you can figure out how to do it less expensively.

27. Managers should work for their staff. If they win, you win

A manager, no matter how bright and hard working, can do very little alone. In fact, managers rarely produce anything.

Their staff does. So if you want to be a successful manager, do everything you can to help your staff do their jobs well.

28. A bad attitude is infectious

The morale of the workplace is set by the manager. A leader's attitude and actions are a model for employees. You cannot say one thing and do another. If you do, you risk losing credibility.

29. Know where you're coming from28

Leadership techniques can be learned. There is no question that some people are born natural leaders, but their existence does not give the rest of us an excuse to not become competent leaders. There are three distinct styles of leadership: authoritarian, participative, and delegative. Your effectiveness as a leader will depend on how well you understand these three options and how flexible you are in applying them.

Here are some general characteristics of each option to guide your leadership:

Authoritarian. Leaders delegate to subordinates without explanation or discussion. This method is used least, but may be appropriate for short-term use when: Time is of the essence. The leader is the most knowledgeable about the situation. Subordinates have high morale.

Participative. The leader includes subordinates in discussion of the situation and seeks their opinions and support. Ultimately, the leader has authority and responsibility for the final decision. He or she makes the call and gets the blame if things go wrong.

Delegative. The leader assumes responsibility for the final outcome of a decision, but hands over the decision-making authority to a subordinate. For example, a leader might say to a worker, "I'm on the hook for this one, but I want you to be in charge of getting it done."

Placing the success of a career into another person's hands is the strongest proof of trust that a leader can give to an employee. The payoff is enormous. If a leader is confident in delegating authority to his or her staff, the capabilities of the organisation are expanded significantly.

30. To be a good leader, be professional

A professional relationship is one based on respect and trust, not friendship. An organisation cannot be run by trying to be friends with everybody.

A leader must be seen to be fair and impartial. Having "favourites" undermines authority and credibility and is damaging to the morale of an organisation.

31. Be committed. Take an active role.

It is not enough that management commits to quality and productivity. Managers must know what action to take and do it!

Obligations cannot be delegated. Partial understanding and involvement produce partial success or total failure.

Two rules:

1. Leadership must be active and obvious.
2. Don't promise, but deliver.

32. Leave 'em laughing29

Leadership is usually a high pressure role, however, having fun and being serious are not mutually exclusive. Good leaders have a sense of humour and know how and when to use it.<R>

Humour only works when it is an accurate reflection of the good will within the organisation. Showing a sense of humour and taking a chance in looking a bit foolish not only takes courage and self-confidence, but knowledge and sensitivity concerning the company.