Management and Supervisory Training
- Advanced Supervision for Experienced Leaders
- After All, You're the Supervisor
- The Art of Influencing Others
- Basic Economics
- Coaching
- Coaching Conversations
- Counseling Employees
- Curing Negativity in the Workplace
- Dealing with Change in the Workplace
- Decision Analysis
- Drug Issues in the Workplace
- Effective Delegating
- Effective Discipline
- Emotional Intelligence
- Ethical Uses of Power in Organizations
- Fair Supervisory Practices
- Fundamentals of Effective Facilitation
- Fundamentals of Strategic Planning
- Goal Setting for Success
- Habits of Successful People
- Habits of Successful People: A Follow–Up Workshop
- How to Conduct Internal Investigations
- Identification Theft: More Than Just an Inconvenience
- Juggling Multiple Priorities
- Leadership Fundamentals
- Leading Though Change
- Managing Diversity
- Managing an Older, More Experienced Workforce
- Managing a Younger, Less Experienced Workforce
- Managing for Results without Authority
- Matching Supervisory Styles to Employee Needs
- Media Relations
- Motivation
- Office Politics
- Overcoming a Culture of Entitlement
- Performance Appraisal
- Positive Approaches to Resolving Performance Problems
- Preventing Violent and Aggressive Behavior
- Principles of Good to Great
- Recognizing the Signs of Suicide
- Sexual Harassment in the Workplace
- Supervising Former Peers
- Time Management
- Work Ethic — Managing Performance Beyond Mediocrity
- Would I Work for Me?
Leadership Fundamentals
Introduction
When an employee is promoted to a supervisory position, he/she is delegated the responsibility of managing people. Basic supervisory techniques are changing. This session will focus on leadership style, critical when directing employees, the basic expectations and the differences between the past and new basics in leadership.
Objectives
The participant will learn: (1) basic supervision styles, concepts, and issues, (2) origins of supervisory and management concepts, (3) requirements for change, flexibility, and team effort, (4) things a supervisor should and shouldn’t do, (5) to create a positive climate for worker performance, (6) the difference between leadership and management, (7) how to be perceived as a leader, (8) leadership styles and how to develop them, (9) to diagnose situations and apply the most effective style, and (10) to set different expectations for different people.
Content Outline
- Introduction of leadership concepts
- Behavioristic approach
- The excellence model
- The personality type model
- What happened in the past
- What leadership is and is not
- Diagnosis of leadership styles
- Use of leadership styles
- Setting expectations for employees
Who Should Attend
This seminar is intended for new or experienced supervisors, supervisory trainees, or mid to upper level management personnel.
