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6 sec teleclass   toxic leadership 6 sec teleclass toxic leadership Presentation Transcript

  •  
  • Teams / Unit / Task Force Perspective Organizational / Systems Processes Perspective Global / Regional / National Perspective US Army’s Levels of Leadership DIRECT ORGANIZATIONAL STRATEGIC
    • Attributes
    • What a Leaders is:
    • A Leader of Character
      • Army Values
      • Empathy
      • Warrior Ethos
    • A Leader with Presence
      • Military Bearing
      • Physically Fit
      • Composed, confident
      • Resilient
    • A Leader with Intellectual Capacity
      • Mental Agility
      • Sound judgment
      • Innovation
      • Interpersonal tact
      • Domain Knowledge
    • Core Leader Competencies
    • What a Leaders Does:
    • Leads
      • Leads others
      • Extends influence beyond the chain of command
      • Leads by example
      • Communicates
    • Develops
      • Creates a positive environment
      • Prepares self
      • Develops others
    • Achieves
      • Gets results
    Leadership Requirements Model Be Do Know
  • Leads Leads Others Extends Influence Beyond the Chain of Command Leads by Example Communicates
    • Provides purpose, motivation, inspiration.
    • Enforces standards.
    • Balance mission and welfare of Soldiers.
    • Build trust outside lines of authority.
    • Understand sphere, means and limits of influence.
    • Negotiate, build consensus, resolve conflict.
    • Display character.
    • Lead with confidence in adverse conditions.
    • Demonstrate competence.
    • Listen actively
    • State goals for action
    • Ensure shared understanding
    Develops
      • Creates a Positive
      • Environment
      • Prepares Self
    Develops Leaders
    • Sets the conditions for positive climate.
    • Build teamwork and cohesion.
    • Encourage initiative.
    • Demonstrate care for people.
    • Be prepared for expected and unexpected challenges.
    • Expand knowledge
    • Maintain self-awareness.
    • Assess developmental needs. Develop on the job.
    • Support professional and personal growth.
    • Help people learn.
    • Counsel, coach and mentor.
    • Build team skills and processes.
    Achieves Gets Results
    • Provide direction, guidance, and priorities.
    • Develop and execute plans.
    • Accomplish tasks consistently
  •  
  •  
  • BE-KNOW-DO Concept EQ-in-Action Model BE KNOW YOURSELF The values and attributes that shape character Increasing self-awareness, recognizing patterns and feelings, lets you understand what “makes you tick” KNOW CHOOSE YOURSELF Knowledge shapes a leader’s identity and is reinforced by a leader’s actions Intentionality. Building self-management and self-direction to consciously direct thoughts, feelings and actions (vs. reacting unconsciously) DO GIVE YOURSELF Leader actions are directly related to the influence they have on others and what is done. Purpose. Aligning daily choices with a larger sense of purpose unlocks full power and potential. It comes from using empathy and principled decision making to increase wisdom.
    • A Dictionary Definition
    • Function: noun 1 : the office or position of a leader; 2 : capacity to lead 3 : the act or an instance of leading — Source: Merriam-Webster On-line
    • Other Descriptors
    • "You cannot manage men into battle. You manage things; you lead people." — G race Hopper, Admiral, U. S. Navy (retired), Nova ( PBS TV), 1986
    • "Leadership occurs when one person induces others to work toward some predetermined objectives." — Massie
    • "Leadership is the ability of a superior to influence the behavior of a subordinate or group and persuade them to follow a particular course of action." — Chester Bernard
    • "Leadership is the art to of influencing and directing people in such a way that will win their obedience, confidence, respect and loyal cooperation in achieving common objectives ." — U. S. Air Force
    • "Managers have subordinates—leaders have followers." — Murray Johannsen
    • "A manager takes people where they want to go. A great leader takes people where they don't necessarily want to go but ought to."   — Rosalyn Carter
  • "An Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater good of the organization." - FM 6-22, Army Leadership Leadership is influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization . – FM 6-22, Army Leadership
    • Does things right
    • Develops programs
    • Thinking
    • What you do
    • Analysis
    • Driven by constraints
    • View of mission
    • Head
    • Compliance
    • Involvement
    • Preserving life
    • Does right things
    • Develops people
    • Feeling
    • How you do it
    • Synthesis
    • Driven by goals
    • Vision of mission
    • Heart
    • Commitment
    • Inspiration
    • Passion for life
    Leadership Management
  • Toxic leaders can be characterized as leaders who take part in destructive behaviors and show signs of dysfunctional personal characteristics. It is a leadership approach that harms people—and, eventually, the company as well - through the poisoning of enthusiasm, creativity, autonomy, and innovative expression. Toxic leaders disseminate their poison through over-control. They define leadership as being in control. Paradigm Shift – “ The only way to be in control is to give it up.”
  • Webster's defines followership as "The capacity or willingness to follow a leader." Followership has a much more practical definition. The technical definition does say willingness. However, the will to follow is only one type of followership. I can be someone's follower and not realize it. In actuality, everyone follows everyone else, because every action a person takes causes a reaction. Everyone is a follower, no matter where they stand.
    • Some Characteristics:
      • Does not work well with others
      • Intimidation
      • Lack of personal accountability for team efforts
      • Gossip
      • Taking Credit for others work
      • Shifting Blame
      • Arrogance –”How dare you question me or my judgment?”
      • Indecisive & Strong need to be liked
      • Chromic Complainer
  •  
  • How can I deal with a Toxic Situation?? Use some T-L-C
      • T ake It
      • L eave It
      • C hange It
    It is about CHOICE!!
  • References
    • TOXIC LEADERSHIP IN THE U.S. ARMY –
      • www.strategicstudiesinstitute.army.mil/pdffiles/ksil3.pdf
      • www.pm-mind.com/ toxic / Toxic %20 Leadership .ppt (PowerPoint Presentation)
    • Toxic Leadership: A Conceptual Framework1 -
    • www.achievingstyles.com/articles/ toxic _ leadership _a_conceptual_framework.pdf
    • “ Toxic People – Decontaminate Difficult People at Work, without using weapons or duct tape” – Marsha Petrie Sue – John Wiley & Sons, Inc., 2007