Administrative leadership

Introduction The leadership process is very old, dating back to the beginning of human history, and its existence goes back to the first social life, when the necessities of life and its continuity required leaders or chiefs to take charge of its affairs and manage its matters. These are distinguished from others by their ability to influence their members. Administrative leadership is an organized science with its principles and rules; it is also an art known and practiced by humanity since ancient times. Leadership is considered one of the most important administrative functions practiced by the manager because after the plan is developed, it moves to the implementation phase, involving minds, hands, and machines to accomplish it according to the set goals and stages. The manager leads a group of individuals, guiding, instructing, training, coordinating their work, harmonizing their efforts, stimulating their motives and ambitions, motivating them to cooperate and compete, and evaluating their results—rewarding the diligent and guiding the negligent on how to correct their mistakes. This is not an easy task; it requires effort, time, and skills from the manager to lead their group toward the desired goal with the necessary efficiency and effectiveness. Therefore, it can be said that leadership is the essence of the administrative process, its heartbeat, and the key to management, as its importance and role stem from its fundamental role encompassing all aspects of the administrative process. Organizational leadership is a vital element in the life of the organization, its continuity, and the prosperity of its various activities and operations. It is no surprise then to see senior management in organizations spending large sums seeking leadership talents, then training and developing them. The complexity of administrative processes, the increasing size of organizations, the multiplicity of internal and external relationships, and the influence of political, economic, social, and technological conditions on these organizations necessitate ongoing research, renewal, innovation, and development—things that can only be achieved under conscious and understanding administrative leadership. Effective administrative leadership is a valuable commodity in a market characterized by scarcity, and it is not surprising to see organizations resorting to all means of material and moral incentives to attract external administrative competencies, and spending large sums on administrative training and development. Leadership is the pinnacle of organizational management, working to achieve the organization’s goals through leading individuals. General Objective: To prepare participants theoretically and practically to perform leadership roles effectively and efficiently by acquiring contemporary knowledge, skills, and attitudes that qualify them to practice leadership work with its modern concept effectively and efficiently, contributing to increasing their ability to excel in the leadership tasks assigned to them. Training Module Topics: First Training Day First Training Session: The Theoretical Aspect of Planning Definition of planning. Benefits of planning. Types of planning. Elements of planning. Obstacles to planning. Second Training Session: The Practical Aspect of Planning Building vision and mission. Formulating goals. Constructing the plan. Second Training Day First Training Session: Communication Skills Concept of communication. Elements of communication. Characteristics of effective communication. Obstacles to communication. Second Training Session: Influence Skills Concept of influence. Importance of influence. Elements of influence. Methods of influence. Third Training Day First Training Session: Motivation Definition of motivation. Types of motives. Theories of motivation. Second Training Session: Incentives Definition of incentives. Types of incentives. Theories of incentives. Fourth Training Day First Training Session: Management Concept of management. Importance of management. Fields of management. Elements of management. Modern management theories. Second Training Session: Administrative Leadership Definition of leadership. The administrative leader and the administrative president. Sources of the leader’s power. Modern leadership theories. Obstacles to administrative leadership. Fifth Training Day First Training Session: Problem Analysis What is the concept of a problem? What are the components of a problem? What types of problems are there? What are the benefits of problems? Is the problem an obstacle or an opportunity? Is the presence of problems a negative indicator in our lives and within our institutions? What is the relationship between problems and decision-making? Second Training Session: Decision-Making and Traits of a Successful Leader Concept of decision-making. Importance of decision-making. Types of decisions. A model for making and implementing decisions. Traits of a successful leader. Conclusion References Administrative Instructions and Regulations Beneficial for the Trainer Training Methods for Programs: The trainer generally tends to use the following training methods in all programs: (Training workshops, cooperative learning, training lectures, role-playing, brainstorming workshops). Training Tools Used in Programs: Laptop, projector, white display screen, two paper boards, paperboard stand, large colored pens, audio equipment, transparent adhesive tape. Required Training Hall Specifications: 1. A nearby mosque or prayer room within 50 meters of the training hall (for women’s and men’s courses, separate prayer areas are necessary). Prayer times are observed with each call to prayer, allowing trainees to prepare and perform prayers within no more than 20 minutes, including break and prayer time. 2. Suitable, clean, and nearby bathrooms (for women’s and men’s courses, separate bathrooms close to the hall). 3. Organized, appropriate, safe parking close to the training hall. 4. Signage inside the venue bearing the organization’s name, program, trainer, course location, date, and start and end times. 5. The hall should be spacious, clean, with extra space inside for practical exercises. 6. Seating arrangements should be coordinated with the trainer, with women’s seats separated from men’s according to our Sharia, principles, and societal values. Seating can be in a U-shape, V-shape, or round workshop format, with adjustable and movable tables and comfortable, mobile chairs. The trainer’s seating arrangement should ensure comfort, good eye contact, and ease of movement. 7. Good audio equipment with a portable wireless microphone. 8. A table for the trainer’s tools, including the computer, bags, and training materials. 9. A large display screen and large paperboard. 10. Coordination with the hall management for hanging explanation papers on a stand or wall. 11. Ensure good ventilation and air renewal. 12. Adequate lighting, with white lighting improved. 13. No distracting images or those conflicting with values, or advertisements for other entities. 14. For courses with a TV circle for male and female trainees, ensure the TV circle is ready, with two screens—one for training display and the other for trainer videos—and wireless microphones for communication between halls. 15. Smoking inside the training hall, corridors, or restrooms is strictly prohibited. 16. Cleaning staff should organize, clean, and deodorize the hall before the program, during breaks, and after. 17. Ventilate the hall an hour before the start by opening all windows to refresh the air, energy, and oxygen, periodically during breaks. 18. Arrange trainees’ notebooks and chairs, ensuring their condition before and during breaks. 19. The organizing body and course management should prepare a trainee list for easy acquaintance and trainer familiarity. 20. Print trainee cards bearing the organization’s logo, success skills logo, program name, and attach them to the trainer’s chest. These are collected from the course secretary at the hall entrance and returned after the trainee leaves to record attendance and control the system. 21. The hall’s decor colors should be light and calm. 22. Remove excess chairs beyond the number of trainees, checked periodically. 23. Provide two high chairs for the trainer to enable attendees to see the trainer during activities and sitting. 24. Ensure a printer is available for printing urgent training forms. 25. Place a reception table outside the hall entrance for welcoming trainees, coordinating attendance, departure, and inquiries. 26. A welcoming stand outside the training hall bearing the organization’s name, logo, program, trainer, location, date, and start and end times, welcoming participants. 27. A large advertising board inside the hall behind the trainer bearing the organization’s name, logo, program, trainer, location, and date. 28. Welcome and motivational posters at entrances and corridors leading to the course venue. 29. Regularly check the cleanliness, deodorization, and sterilization of bathrooms, with welcoming signs for trainees. (Refer to Appendices—Ideal Design for the Training Hall) Buffet: A buffet for trainees twice daily, including water, fresh juices, pastries, tea, coffee, cappuccino, and cake (with attention to renewal, innovation, and presentation). Also, place the following items on the trainees’ table, with each trainee receiving: 1. A large, fresh, cold, and original healthy water bottle. 2. A clean glass cup beside the water bottle. 3. A new pack of tissues on the trainees’ table. 4. A selection of refreshing candies that melt in the mouth, containing natural sweets to help energize. Notebooks and Educational Materials: The trainer will provide the course booklet to the course coordinator within 72 hours, including (the progressive presentation of the course, scientific material, and exercises). These are the intellectual property of the trainer, bearing the success skills logo, and should be professionally photographed and packaged, with the trainer’s name, logo, website, and contact numbers clearly on the cover (see Appendices—Training Bag Covers). They are to be printed and professionally packaged at the organizer’s expense, with the cost deducted from the course revenue. Training Program Evaluation and Assessment Methods: 1. Evaluation tools by the trainer and course management: Training is a gap-bridging process, and for the training program to succeed, a system of factors contributes to its success: the trainer, course management, services, training hall, training kit, training objectives, trainees, internal and external training environment. The course is evaluated before, during, and after, with a pre-program meeting to confirm training needs, understand trainees’ objectives, review the training program, and assign tasks (see Appendices—Pre-Program Evaluation Meeting). A daily meeting is held after each day’s training, lasting 30 minutes, involving the trainer, the training team, the course manager, and the services manager, to review the day’s program and discuss improvements for the next day (see Appendices—Daily Evaluation Meeting). A final meeting is held after the program ends for a one-hour comprehensive evaluation, with recommendations for improvement in future presentations (see Appendices—Final Evaluation Meeting). The initial evaluation relies on expectation charts and trainee experience forms (see Appendices—Expectation Chart and Experience Form), filled out by participants before the program begins. During and after, evaluation is based on observation, measurement, daily trainee evaluation forms, and a evaluation board. 2. Evaluation tools by trainees: a. Experience forms (see Appendices—Expectation Chart and Experience Form). b. Daily and final evaluation forms (see Appendices—Training Program Evaluation Form). c. Daily evaluation board (see Appendices—Daily Evaluation Board). d. Suggestion box (see Appendices—Suggestion Box). These evaluation methods are reviewed periodically and analyzed using Excel daily (see Appendices—Evaluation Form Analysis). Conditions for Passing Any Training Program: To obtain a certificate of completion, the participant must: - Attend at least 90% of the total training hours. - Actively participate in all training activities. - Pass the training assessments designed by the trainer. Regulations to Follow During the Training Program: 1. The trainer is the team leader of the training program and the team chief, with the right to request everyone to increase effort and productivity. 2. The course coordinator or manager must hold a briefing session with the trainer at least one day before the program to clarify participant backgrounds, training needs, main issues, and their social, religious, and cultural backgrounds. 3. A daily evaluation session is held at the end of each training day, involving the trainer, course manager, and coordinator, to review feedback and improve the next day’s activities. 4. Smoking inside the training hall, corridors, or restrooms is strictly prohibited, especially for the administrative, marketing, and training staff. 5. All training, administrative, and marketing team members must respect prayer times and perform prayers in congregation with trainees, as they serve as role models. Prayer will be observed immediately after the call, with no delay or interruption. 6. No one other than the trainer is allowed inside the hall unless authorized personally by the trainer for the benefit of the training program; the trainer alone has the right to determine entry.