LEADERSHIP & TEAMWORK

Leaders think, consider and then make decisions. How they think, what they choose to consider and the criteria they use in making decisions colour the organisation’s entire modus operandi. Depending on the level of challenges and support from the management, variables in an organization interact on the basis of culture that exists within the organization. It was emphasized that we get the culture that we deserve.

Leadership has to be authentic and sustainable. However, authenticity and sustainability are trust based. Without trust there is no foundation for permanent success. Teamwork and organizational success are based principles, ethics and values that are inherent in every individual and organization. It was held that values which are most times misconstrued for preferred behaviours can only be upheld and appreciated when they are challenged. This section was concluded with the assertion that - for leaders to get result they should always concentrate on the team and individual members of the team rather than the task.

NEGOTIATION AND CONFLICT MANAGEMENT

It was observed that many people see negotiation as an art of argument which involves two or more people trying to outsmart one another. It is indeed far from that. It is a business activity, if well managed could create business relationship. However, negotiation is depicted as skill which can be learnt.

For effective negotiation, clear objective and goals are required. On Conflict Management, the term conflict is described in two perspectives:
a) Functional Conflict – constructive incongruity which improves performance.
b) Dysfunctional Conflict – destructive and hinders organizational performance.

On general note, it was advised that win-win form of negotiation and conflict management should be engaged at all times. In the same vein, the faculties tutored us on Corporate Governance and Corporate Social Responsibility (CSR) and their effect on sustainability. In practical terms, we are advised to see regulation as a guide and not a constraint. We should always endeavour to see the big picture beyond what the rules say. Having explored the biographies of great leaders, five lessons are deduced:
• Stay Positive
• Stay Action Orientated
• Stay Organised
• Stay Focused
• Stay Flexible

In order to drive home their points, the faculties elucidated the subjects by analyzing number of case studies in class. CONCLUSION A leader is said to be resilient. He should be a 360 degree personality who knows his onions. In addition, a resilient leader is required to understand change; promote change; cope with change and value change at all times.

-Segun-Martins Ogunyemi REPORT ON LEADERSHIP DEVELOPMENT PROGRAMME: A FOUR-DAY TRAINING SEMINAR ORGANISED BY PSYNTECH LIMITED AT PENINSULA HOTEL, LEKKI, LAGOS ON 21ST – 24TH MAY 2012.

Values vs Preferred Behaviours

Values are important and enduring beliefs or ideals shared by the members of a culture about what is good or desirable and what is not. This is a general view. In real sense, values are defined by the way we see them. In preferential order, one may category honesty as his primary value while the other would say his is compassion. Most of the times we mistaken values for preferred behaviours which are tend to change in the face of stiff challenges. Value is a concept that depicts the beliefs of an individual. Values are considered subjective and vary across people and cultures. As a result, it is determined or influenced by various background such as social and educational background. Also, values may be ethical, moral, doctrinal, ideological, political, religious, social and aesthetic based.